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www.europeanrailwayreview.com Issue 6 · 2015

SAVE THE DATE:Scandinavian RailDevelopment 2016

24 May 2016, Stockholm, Swedenwww.scandinavianraildevelopment.com

Planning for winterTrafikverket and London Overground share their winter preparation activities

Crossraildevelopments

Chris Enoch, Crossrail’s Railway SystemsProject Manager takes a look at what’s next

for London’s newest railwayNetwork RailGroup Digital Railway Director Jerry England covers the Digital Railway plans, and ProgrammeManager Craig Matthys showcasesBritain’s new revolutionary trackmaintenance machines

Britain’sbiggest rail

franchiseGovia Thameslink Railway Chief Executive

Officer, Charles Horton, explains how thenew franchise will work plus the latest

Thameslink rolling stock progress

Celebrating over 20 years of working together in rail

SPONSORED BY:

Crossrail will add 10% to London’s rail capacity, helping TfL to keep

pace with London’s growing population, which is set to reach

approximately 10 million by 2030. Carrying 200 million customers a

year, Crossrail will provide more frequent and reliable journeys and

support more homes and jobs across London and the South East.

With the longest versions of the trains at over 200m-long, they will

be over one and a half times longer than the longest Tube train.

Centred around passenger comfort and giving passengers the best

possible experience, the train’s design incorporates well thought out

metro-style seating, on-board passenger information technology, plus

on-board Wi-Fi. For a more detailed view of the new trains, head to

European Railway Review’s online news pages where you’ll also find a

video of the new rolling stock.

But what about the construction of infrastructure on the Crossrail

project? How is that progressing? Well, according to Chris Enoch,

Railway Systems Project Manager on page 30 in this issue, onwards and

upwards it seems. As the last tunnel boring machine finished its job

earlier this year, the team are even more motivated and determined to

deliver Crossrail.

Other features in this issue, which give a positive and ‘onwards and

upwards’ message, include a look at delivering a ‘Digital Railway’ for

Britain (page 19), Network Rail’s new mobile maintenance machines

which will improve and enhance how track work is carried out in the UK

(page 23), plus an overview of Govia Thameslink Railway (page 26)

which is now Britain’s biggest rail franchise and how it plans to improve

future performance.

Into 2016…Throughout 2016, European Railway Review will continue to invite key

industry experts from railway operators and industry associations to

profile the latest investments, projects and developments around a

wide range of topics.

But we have also listened to our readers and we will introduce

some new and exciting editorial elements to our 2016 agenda,

including a look at what’s happening around the world by inviting

international experts to comment on their successes and experiences.

Please also look out for our InnoTrans previews throughout the year

leading up to September where we will bring you news and articles

about the key industry segments under the spotlight at the event.

For a look at our 2016 editorial plans, head to our website at

www.europeanrailwayreview.com.

As always, if you would like to contribute to a future issue

of European Railway Review with an end-user article or an informa-

tive news item, please do not hesitate to contact me via the email

address below.

Furthermore, our Events and Conferences team will bring you a

range of events in 2016 around topics that are impacting the industry,

giving you chance to attend, learn how the industry is moving forward,

and network with top-level industry decision-makers.

Meanwhile, our website continues to grow and offers you

additional content that compliments the print magazine. Please

bookmark our website – www.europeanrailwayreview.com – and you

will see that our digital team will source online-only articles, expert-

blogs, as well as concentrating on bringing you the daily news stories

that you have come to expect. We also encourage the industry to

engage with our social media platforms and build a great online

community – join our groups on LinkedIn, Twitter and Facebook

– details can be found on page 7.

And finally, I would also like to extend huge thanks to everyone who

recently attended European Railway Review’s Real-Time Passenger

Information 2015 and Smart Ticketing & Payments 2015 conference

and exhibition in London. With a fantastic line-up of speakers

presenting and discussing experiences to benefit passengers, plus

some great technology on display, the event was a huge success and it

was great to see so many industry faces coming together to network

and learn from each other’s experiences. If you couldn’t make the event,

head to our website for a review.

INTRODUCTION

European Railway ReviewV O L U M E 2 1 , I S S U E 6 , 2 0 1 5

S U B S C R I B E O N L I N E A T:

www.europeanrailwayreview.com 3

With 2016 just around the corner, the team behind Crossrail – London’s newest railway – will ramp up its efforts withinits final year to deliver the initial stages of the project as expected. And taking another major step forward with itsprogress, London’s Mayor and Transport for London (TfL) recently revealed the innovative design of the new, fullyaccessible trains (pictured) that are due to enter service on the Liverpool Street to Shenfield section from May 2017.

Craig Waters Editor

[email protected]

Cred

it: C

ross

rail

/ TfL

KINGDOM OF SAUDI ARABIA




COVER SPONSOR:

CONTENTS

The first of the new Siemens-built DesiroCity trains for Thameslink – known as theClass 700 – has arrived in the UK. By the endof 2018, there will be 115 new Class 700trains in operation, providing a metro-styleservice of up to 24 trains per hour runningacross central London, between Blackfriarsand St Pancras. These trains will also be thefirst European trains using the EuropeanTrain Control System (ETCS) and Auto-matic Train Operation (ATO) devices. Thiswill give passengers a safer, more reliableservice across all routes.

www.siemens.com/mobility

SUPPLEMENTNOISE & VIBRATIONS

Laying the foundations for a quieter railway Adam Mirza, Roll2Rail Noise Work Package Leader, and Eulalia Peris,Roll2Rail Project Coordinator

Vibrational accelerated long life and shock testson Eurotunnel’s pagoda structures Pierre-Louis Percy, Project Manager, Eurotunnel, and Estibaliz MuñozRecarte, Senior Engineer, CETEST

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EUROPEAN RAILWAY REVIEWFounder: Ian Russell

Managing Director: Josh Russell

Editor: Craig [email protected]

Editorial Assistant: Stephanie [email protected]

Publications Assistant: Sheila [email protected]

Digital Content Producer: Katie [email protected]

Sales Director – Rail & Urban Transport Division: Ben [email protected]

Account Manager: Jess [email protected]

Group Sales Director: Tim [email protected]

Production Manager: Brian [email protected]

Front Cover Artist: Steve Crisp

EDITORIAL BOARDLibor LochmanExecutive Director, Community of European Railway and Infrastructure Companies (CER)

Simon FletcherCoordinator Europe, International Union of Railways (UIC)

Alex HynesManaging Director, Northern Rail

Andrew McNaughtonChief Engineer & Technical DirectorHigh Speed Two Ltd

Poul FrøsigSenior Adviser on Transportation, EU Interoperability, Signalling and Control Systems

CONTACTEuropean Railway Review: Published by Russell Publishing Ltd, Court Lodge, Hogtrough Hill, Brasted, Kent, TN16 1NU, UK Tel: +44 (0) 1959 563311 Fax: +44 (0) 1959 563123Email: [email protected] Web: www.europeanrailwayreview.com

COPYRIGHTRussell Publishing Ltd is registered in England Number 2709148ISSN 1351 – 1599. Copyright rests with the publishers. All rights reserved. ©2015 Russell Publishing Limited

No responsibility can be accepted by Russell Publishing Limited, the editor,staff or any contributors for action taken as a result of the information andother materials contained in our publications. Readers should take specificadvice when dealing with specific situations. In addition, the viewsexpressed in our publications by any contributor are not necessarily thoseof the editor, staff or Russell Publishing Ltd. As such, our publications arenot intended to amount to advice on which reliance should be placed. Wetherefore disclaim all liability and responsibility arising from any relianceplaced on such materials by any reader, or by anyone who may be informedof any of its contents. Published November 2015

Registered Office as above.Russell Publishing Ltd, is registered as a Limited Company in England, Number 2709148VAT Number GB 577 8978 47

Continued overleaf...

INTRODUCTIONOnwards and upwardsCraig Waters, Editor

FOREWORDThe PWI: a catalyst for rail industryimprovementDavid Packer, CEO, the Permanent Way Institution

UK PROFILEDelivering the Digital RailwayJerry England, Group DigitalRailway Director, Network Rail

UK PROFILE

How Britain’s new ‘workshop on wheels’ willrevolutionise trackmaintenanceCraig Mathys, ProgrammeManager, Network Rail

UK PROFILE

GTR – a franchiseformed to transformpassenger servicesCharles Horton, Chief ExecutiveOfficer, Govia Thameslink Railway

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www.mtu-online.com




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CONTENTS

Join European Railway Review

UK PROFILEMotivated and determined to deliver CrossrailChris Enoch, Railway Systems Project Manager, Crossrail

UK PROFILELiberalising the European rail passenger market – the British experienceChris Nash and Andrew Smith, Institute for Transport Studies, University of Leeds

RAILS & TURNOUTSEuropean mixed traffic: High-tech solutions to optimiseperformance and LCCDieter Fritz, Chief Executive Officer, voestalpine VAE GmbH, and Frederick Kübler, Chief Sales Officer, voestalpine Schienen GmbH

HIGH-SPEEDDeveloping a sustainable Spanish high-speed rail networkGonzalo Ferre Moltó, President, Adif

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Do you want your article published in European Railway Review?

We’re looking for end-user industry experts from railway operators andtrack infrastructure owners, plus industry association personnel, to

contribute free-of-charge informative and thought-provoking articles.

Can you write about ERTMS developments, level crossing safety initiatives, infrastructure maintenance technology,

or high-speed rail progress?

Contact Craig Waters, Editor, via email [email protected] for our editorial calendar or visit


■ Developments in Czech Republic and Russia

■ Supporting the future of rail signalling■ Safety & Security Supplement■ SBB’s new energy-usage system■ NEW! – International Focus;

North America & Canada

Published January 2016 Don’t miss out on your copy – subscribe

for free today by visiting:www.europeanrailwayreview.com

COMING UP IN THENEXT ISSUE:

SUPPLEMENTWINTER OPERATIONS

Winter preparations for the Swedish railways Stefan Jonsson, Spokesman for Railway Winter Services, Trafikverket

Hope for the best but plan for the worst Martin Beable, Fleet Engineering and Asset Manager, London Overground Rail Operations Limited

Helping to improve GB rail winter operations Jane Dobson, Head of the Delivery,Research and Standards Department, Rail Safety and Standards Board

Zaugg snow blower for the Swedish iron ore railway ZAUGG AG EGGIWIL

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INNO ATION

We accelerate the futureRails and turnouts for highest speeds

At speeds far above 300 km/h nothing can be left to chance. As the industry trendsetter

in the high-speed sector, voestalpine supplies rails and turnouts that meet the highest

demands down to the smallest detail – from high-tech steel through to intelligent

signaling technology, all developed, manufactured and delivered worldwide from a

single source. And, with the demands of rail passengers and operators increasing by

the day, we are already working at high speed to develop the solutions of tomorrow.

voestalpine Schienen GmbH

www.voestalpine.com/schienen

voestalpine VAE GmbH

www.voestalpine.com/vae

The background for our review was that the UK rail industry has seen

significant change since privatisation in the late-1990s. Efficient rail

transportation with a clear customer focus is now welcomed as a vital

ingredient in the UK economy. As a result of this, we are seeing

unprecedented levels of investment in metro and heavy rail combined

with rapidly increasing passenger numbers.

Against this background our role is clear – to act as a catalyst for

improvement in the industry. The diversity of our members, our

inclusive nature and our independence as a respected professional

body are key ingredients.

Given a clear purpose, how do we deliver this?

Again, focus is vital. At the PWI’s core is the principle of

excellent customer service. Membership of the PWI is

a voluntary purchase for both individual and

corporate members, so it must represent value to

them. They must gain far more from their

membership than its cash cost. When they do, they

act as our best advocates to attract new members.

That’s why, despite the demographic trends that put

pressure on numbers, membership of the PWI is growing.

At the heart of the PWI is the sharing of knowledge.

The PWI is an essential cross-industry link which complements the

knowledge sharing that takes place in individual enterprises. Members

are able to share knowledge in a range of ways according to their

preferences. We have 17 branches covering the whole of the UK – each

of which runs a series of lunchtime and evening lectures throughout the

year. Our programme of technical seminars aimed at practising

engineers attracts large audiences, both for the relevant technical

content and for the opportunity to network across the industry on

matters of common interest. We provide seminar services and benefits

to our corporate members, enhancing their industry presence and

developing links.

We have a good and growing online presence – essential to today’s

engineers. To appeal and give value to our customers we must make

information easily accessible. They are under extreme pressure to be

productive, squeezing ever more into the working day. By using

members’ stated preferences we are increasingly able to provide

content direct to them, instead of relying on them to find it. This enables

people to make better decisions faster – a true catalyst for improvement.

A further key to knowledge sharing is that which professional

engineering qualifications bring about. Professional engineers

have a duty to improve their own knowledge and to nurture the

development of new engineers. In the UK this is regulated by

the Engineering Council to ensure consistency of standards. The

PWI is committed to recognising the professionalism of engineers in all

areas of fixed rail infrastructure. We are now accepting applications

for all grades of professional engineering registration;

Engineering Technician, Incorporated Engineer and

Chartered Engineer.

In the past there have not been many registered

engineers with Engineering Technician or Incorpor -

ated Engineer status in the UK. The PWI’s view

is that this doesn’t recognise the great contribution

that these engineers make to the rail industry.

They are the people that make things happen – they

have the largest effect on the safe and effective delivery of

rail infrastructure. However, they are always busy people so the

PWI’s processes are rigorous but straightforward. Our initiative is

strongly supported by the UK rail industry as a key element of the drive

for outstanding performance. It will also have the long-term effect of

increasing the profile and attractiveness of the rail industry to young

people – showing it to be an exciting career that is challenging and

rewarding. We are passionate about getting the very best people into

the industry to be the engineers of the future.

The PWI is a 21st century professional engineering institution;

customer-focussed and responsive to the needs of its members and

industry, with a clear vision of its role in driving improvement. Using

many – and always the best – ways to spread knowledge and

professionalism, the PWI is flexible and fast-moving. Nothing else in the

world is moving slowly, so we aren’t. Most importantly we are

enthusiastic about the rail industry and committed to serving it – a force

for good and a catalyst for improvement.

FOREWORD




The Permanent Way Institution (PWI) is the UK professional engineering institution for rail infrastructureengineers. At the heart of its recent strategic review was answering the question ‘What is the role of aprofessional engineering institution in the 21st century?’ PWI CEO, David Packer, explains more.

The PWI: a catalyst for rail industryimprovement

NEWS


Get daily news updates at www.europeanrailwayreview.com

@EuroRailReview10

The AmphenolRail CompoundAmphenol Air LB intended to anticipate theobjectives of standardisation, of securing railwaypassengers and of rationalisation of procure-ment by developing one unique material: theextremely innovative A.R.C. (Amphenol RailCompound) (pictured).

It meets the requirements of the highestnational and international exigencies asreferences in terms of fire, smoke and toxicity:EN45545-2 : April 2013 R22 HL3; DIN5510 Cat. S3; NFF16-101/102 Cat. A1 I2 F2 Ex.3;UNI11170 1-2-3 LR4; NFPA130. It alsocomplies with the current REACH and RoHSrules, taking into account potential futureobsolescence (materials under surveillance). The A.R.C. has been conceived for applicationsin very cold environments (-60°C / -76°Fpermanently). It is intended to be applied toAmphenol Air LB whole range of terminal blocks(BJC, BJL and BJT) in order to offer to the RMT constructors and operators multi-standardproducts suitable for integration in multi-standard equipments.

In collaboration with an approved ‘Certifer’laboratory of reference and recognised by majorRMT actors, Amphenol Air LB has drafted,developed, tested and qualified the A.R.C.

www.amphenol-airlb.fr

BOMBARDIER FLEXX Tronic WAKO:Fit for service in the SBB FV-DostoThe first FV-Dosto series trains are currentlyundergoing an extensive type test programme.Commissioning, fine tuning and safetydemonstration test of the innovative rollcompensation system BOMBARDIER FLEXXTronic WAKO form a key part of thisprogramme in order to achieve the certificationfor service operation.

With the experience and the results of theprototype tests performed in 2011, the FLEXXTronic WAKO series system development andits integration into the train succeeded asplanned and with a positive reception of allexperts’ opinions in the different functionalareas. The first trains are currently undergoingan intensive type test programme. One of thetrains is specially prepared and instru-mented for the testing and validation of theWAKO system.

Type testing of FLEXX Tronic WAKOThe first part of the type testing was executedon the test track in Velim. After commissioningof the hardware and software, the safety testsfor all the different functionalities wereperformed. The objective of the safety tests isthe demonstration of the reliable identificationof any potential failure or malfunction of thesystem and the respective reaction on systemand train level according to the functionspecific safety requirements. Special atten-

tion is also put on the fail-safe behaviour of the system. The complete process from theinitiation of a specific failure or malfunction,over the identification and switch off of thesystem, up to the final passive, pure mech -anical condition is monitored and checkedagainst clear safety criteria’s.

In the second part of the type testing, a pre-calibration and optimisation of the differentfunctionalities like roll compensation and comfort control etc. were performed inorder to achieve the highest possible level ofperformance for the next test phase inSwitzerland. Controller modes, gain factors,filter characteristics, etc. were tuned and set forthe new hardware and the dynamic behaviouracross the eight different cars per train.

SummaryFLEXX Tronic WAKO has successfully passed the commissioning phase and safetytests in Velim and will continue with the finetuning and certification tests next year. The development of the WAKO system hasalways been ahead of the complete traindevelopment and the validation is fully on-track towards its first certification in 2016.

BOMBARDIER, FLEXX and WAKO are trademarks ofBombardier Inc. and its subsidiaries.

www.bombardier.com

KEYMILE automates error searches in layer-two networksKEYMILE’s TraceMAC is the only solution onthe market to allow automatic address tracing ina layer-two network. This technical innovationis based on an LLDP protocol extension. Inlarge, switched, wide-area networks (WANs) ofthe type often used in the railways, TraceMACallows very fast and efficient topologyverification and error searches.

TraceMAC offers a solution for typicalproblems involved with administration, controland analysis in extensive layer-two wide-areanetworks. In layer-three the traceroutecommand is used to send IP data packages in a

network to reach a device sought. However, inlayer-two networks a comparable way ofidentifying hardware addresses has beenlacking until now. Complex, manually typedcommand sequences were required for step-by-step localisation of an address in a network byreading the hardware address tables.

To provide this functionality, TraceMACapplies the IEEE 802.1AB-standardised LLDPwith an additional new communicationsmethod, as well as organisation-specific type-length-value (TLV) elements to gain infor -mation. The goal is to achieve automated and

therefore more efficient control. Until now,LLDP has only been used for exchanginginformation directly between adjacent devicesin one network. For identifying problemscaused by devices in different places in complexwide-area networks, LLDP was only of limiteduse. This is all set to change with TraceMAC.

TraceMAC is currently already part of theKEYMILE LineRunner-IS-3400 and HYTEC-HY104 families. Both product families includevarious types of boards in order to transmit datain mission-critical networks.

www.keymile.com

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New Thameslink trains undergoing testing

Sharingexperience in deliveringsuccessful RTPI and smart ticketingtechnologyEuropean Railway Review’s co-located Real-Time Passenger Information 2015 andSmart Ticketing & Payments 2015 con -ference and exhibition took place on 24 November in London, which attracted 250 top-level delegates who came together to learn about establishing accurate, rele-vant and consistent end-to-end passengerjourney information, plus how best to deliver multi-modal, end-to-end ticketingand fare collection to better serve publictransport passengers.

Hosted by Transport for London (TfL)the parallel conferences gave invaluableinsights and the opportunity for all involvedto share and discuss their real-time pass-enger information and smart ticketingexperiences and how technology can be ofbenefit to both public transport operators andthe passengers.

Speakers representing TfL, the Depart -ment for Transport, Transport Focus, MoviaTransport, the Association of Train Operat-ing Companies, MTR Stockholm, SNCF,CENTRO and many others, took to theconference stage to give case study details,opinions and informative presenta tions abouta wide range of topics including: what newtechnology is available; how progress hasbeen measured; what passengers truly thinkabout and want from ticketing and journeyinformation; plus top tips for deliveringsuccessful systems.

With an on-site exhibition from industrysuppliers showcasing their latest technologyand services, plus added highlights includingpanel discussions and networking oppor -tunities, the event was a huge success mergingboth RTPI and Ticketing professionals.

Head to the European Railway Reviewwebsite for a full review and we would like tothank all speakers, sponsors, exhibitors anddelegates for their attendance.


etc.venues 155 Bishopsgate, London24 November 2015 | www.rtpiconference.com

etc.venues 155 Bishopsgate London | 24 Novemwww.smartticketingconference.com

Further Reading:Turn to page 26 in this issue to read an articlefrom Charles Horton, Chief Executive Officerof the Govia Thameslink Railway, in whichmore details about the rolling stock for theThameslink rail routes are covered.

Siemens to supply locomotives foroperation at DB Schenker RailSiemens is supplying eight Vectron DC type locomotives for operation in Italy. The DB SchenkerRail freight operator has a leasing contract for the locomotives with Unicredit Leasing GmbH. The vehicles are to be put into service from late-2016 onwards. With a maximum power of 5,200 KW, the top speed attained is 160 km/h.

“With this order and the future deployment of these locomotives, DB Schenker Rail will beable to continue improving its competitiveness in Italy,” said Rüdiger Gastell, Managing Directorof DB Schenker Rail Italia.

“Again, DB Schenker Rail has chosen the Vectron DC; 23 locomotives have already proventheir worth in freight transport operations in Poland. Now the same type is to be used in Italy. Our locomotives are well-equipped for this new mission. Basic approval for Italy has already been obtained, so that the delivery time can be shortened considerably,” said Jochen Eickholt, CEO of Siemens Mobility Division. www.siemens.com

Designed to provide much-needed extra capacityon the UK’s South-East busy commuter routes,the Siemens-built Class 700 Desiro City train isnow undergoing an exhaustive testing pro -gramme at a recently-opened traincare facility atThree Bridges near Crawley, West Sussex.

With the aim of transforming passengerexperience for Govia Thameslink Railway (GTR)customers on the Thameslink rail routes,passenger services are due to begin in spring 2016between Bedford and Brighton and later on routesto and from Cambridge and Peterborough, as wellas to other destinations in Kent and Sussex.

The trains feature intelligent air-con -ditioning, wide doors and open through-carriageswhich contribute to a more accessible andcomfortable passenger experience. Once theproject is fully complete in 2018, additionalbenefits for commuters in the morning three-hour peak include: 80% more peak seats acrosscentral London (between Blackfriars and St Pancras); 60% increase in carriages and over50% more seats from St Albans to London;additional trains from Gatwick Airport with over50% more running across central Londonbetween Blackfriars and St Pancras, with fourtrains an hour continuing to Peterborough andCambridge; 1,000 extra seats from Brighton; and 15% more seats from stations along the linefrom Peterborough and Cambridge.

Thousands of jobs are being created as aresult of the Thameslink Programme, includingup to 2,000 across the UK supply chain incomponent manufacturing, assembly, con -struction of new depots and subsequentmaintenance. A considerable number ofcomponents for the new train are being

manufactured by suppliers throughout the UK,further emphasising the UK rail industry’s abilityto compete on a global scale.

Commenting on the depot arrival of the firstClass 700 train in July 2015, Iain Smith,Programme Director of the Thameslink RollingStock Project at Siemens, said: “The arrival ofthe first train into Three Bridges is a realmilestone for Thameslink and is a hugelyexciting moment for us at Siemens. It signifiesmajor progress towards the transformation of the Thameslink services, a step change in the passenger experience and a real sense ofthe future. We will now be focused on testing and commissioning the train, while GTR trains drivers and maintenance staff to ensure that everything is ready for the start of servicenext year.”

In welcoming the new trains, GTR’sProgramme Director Keith Wallace, added: “Thenew Class 700 trains will bring many changesand benefits to our passengers – from morefrequent services on longer trains, to greatercapacity, easier access, better on-boardinformation, and an altogether better trainenvironment. We’re looking forward to ourpassengers seeing them in service next spring.’’

www.siemens.co.uk/thameslinkwww.thameslinkrailways.com

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Safety first – track maintenance by LINSINGERToday, railways are confronted with both risingpassenger numbers and tonnes per year. As trainfrequency increases, rail maintenance hasbecome a big challenge. Head checks (railcracks) are a threat to networks which candramatically increase the risk of rail failure andreduce the lifetime of the rail.

LINSINGER rail milling echnology – the solutionAs eddy-current head check detection andmeasurement devices are now available in themarket, cracks in the rail can be evaluated withsmart IT programmes.

Head checks with a crack depth of over 5mmfrequently occur, and can spread across thenetwork, especially to areas of high annual axletonnage, high acceleration and braking. They arean underestimated threat to rail life and tracksafety. Questions were raised on how this threatcould be reduced or eliminated, and how raillifetime could be prolonged. Depending on theremaining height of the rail-head, LINSINGERrail milling technology is able to completely

remove defects, therefore reducing re-railingcosts and extending rail life.

The rail milling machine cutting depth canbe set from 0.1mm to 5mm without changing themetallurgical state of the rail, ensuring defectmaterial and cracks can be removed in one.

Over 40 machines worldwideDue to growing demand, LINSINGER hasproduced over 40 rail-milling machines for railways worldwide. These machines are able to treat and maintain plain lines, switchesand crossings.

Various measuring systems can be fitted tothe machine, including longitudinal andtransverse profile measuring systems and eddy-current crack detection systems.

LINSINGER’s rail maintenance tech-nology has impressed customers worldwide. One customer in Asia commented: “Afterintensive technical evaluation, we purchased arail milling train from LINSINGER…all ourexpectations have been exceeded”.

www.linsinger.com

LINSINGER’s SF-03 FFS rail milling train and an example of cutting depth from 0.1mm to 5mmin only one working pass without changing the metallurgical state of the rail

EIM welcomes a new Presidentand Vice-President At a recent General Assembly of the EuropeanRail Infrastructure Managers (EIM) AnttiVehvilaïnen, CEO of the Finnish TransportAgency was elected as the EIM President for aone-year mandate. EIM’s General Assemblyalso elected a new Vice-President – LenaErixon, Director-General of Trafikverket, theSwedish Transport Administration.

EIM President Antti Vehviläinenthanked all the members of EIM for theirconfidence and said: “Together with myfellow Board Members, I am lookingforward to helping EIM make an importantcontribution towards fulfilling infrastructuremanagers’ potential. EIM is committed toworking in an open and collaborative waywith each other and with all customers todeliver excellent levels of service, innovativetransport solutions and help build theEuropean railway network of the future.”

EIM’s new Vice-President, Lena Erixonstated: “The transport sector is evolvingrapidly and our customers and owners expectmore of us. We need to enhance co-operationand benchmarking not only within the railsector but also across other modes to ensure asustainable transport system throughoutEurope.” In this context, Lena Erixon said:“EIM has a vital role to play while continuingto deliver excellent services to its members.”

The General Assembly endorsed thework carried out and progress made during2015 and set out an ambitious work plan for2016 and beyond, including cooperation withthe relevant EU institutions and otherstakeholders in the sector.

www.eimrail.org

Further Reading:The EIM has confirmed a series of articlesduring 2016 for European Railway Review.Topics will include signalling developments,rail infrastructure improvements, electrifi -cation of railways, and many more. Make sure you receive your copies through -out 2016 by subscribing for free atwww.europeanrailwayreview.com.

Bombardier wins contract with Israel RailwaysBombardier Transportation has signed acontract valued at approximately €230 millionto provide 62 TRAXX AC locomotives to IsraelRailways (ISR), including an option for anadditional 32 locomotives.

Boaz Tzafrir, CEO of Israel Railways, said:“The Israel Railways electrification project is advancing and becoming a reality. Thetransition to electric operation, a standardpractice in all advanced countries, will be asignificant leap forward in every field relating tothe operation of the Israel Railways and a keyfactor in Israel Railways’ future growth.”

The TRAXX locomotive is based on ahighly reliable and versatile locomotiveplatform that has proven its technology throughyears of successful operations across Europe.Designed for speeds up to 160km/h, the newTRAXX AC locomotives will be mainly used topower Israel’s fleet of 369 BOMBARDIERTWINDEXX Vario double-deck coachescurrently in use.

The locomotives also feature the highlyreliable and field proven BOMBARDIERMITRAC TC 3300 AC Traction Converter aswell as universal MITRAC drives, which

include the latest generation of traction motorsand gearboxes.

The new locomotives will be nearlyidentical to the TRAXX AC locomotives alreadyin service with Deutsche Bahn and, as ISR’sfirst electrically powered rolling stock will playa key role in Israel’s programme to electrify itsrail network. The first deliveries are planned forthe end of 2017.

BOMBARDIER, TRAXX, TWINDEX and MITRACare trademarks of Bombardier Inc. or its subsidiaries.

www.bombardier.com

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@EuroRailReview16

Rail operatingcentre officiallyopened in RugbyNetwork Rail’s £22 million Rugby RailOperating Centre (ROC) has officially opened.The building, operating 24 hours a day, is one of12 nationally which will eventually control the entire rail network in Britain and replacemore than 800 signal boxes and other opera -tional locations.

It is a key part of the future of Britain’srailway and all 12 centres will have moreadvanced signalling tools and technology thatwill help reduce delays, improve performance,increase capacity, provide better information to passengers and offer better value for moneyfor passengers and taxpayers.

The Stafford area, being upgraded as part ofa £250 million project by Network Rail, was thefirst section of railway to be controlled from the Rugby ROC. The next section will be in the Norton Bridge area, near Stafford, fromEaster 2016.

Control for other areas of the railway will betransferred into the building over the comingyears when they are re-signalled as part of theNetwork Rail’s Railway Upgrade Plan.

When fully operational, up to 400 staff willwork from the Rugby ROC.

www.networkrail.co.uk

Signing of Russian and SerbianstrategicpartnershipRZD International LLC (a subsidiary of JSCRussian Railways) and JSC InfrastructureRailways of Serbia, recently signed amemorandum of strategic partnershipdefining the procedure for the possiblefurther involvement of Russian companies inprojects related to rail transport and railinfrastructure on the territory of the Republicof Serbia; in particular, cooperation increating a control centre for the remotecontrol of railway traffic in Belgrade, thefurther development of the Serbian school ofvehicle design and construction, and thepossible involvement of RZD Internationalto work on the maintenance of existingrailway infrastructure of Serbia.

Since March 2014, LLC RZD Inter -national has been fulfilling a contract forworks on the construction and reconstructionof Serbian railway infrastructure. It wasconcluded in the framework of an agreementbetween the Government of the RussianFederation and the Government of theRepublic of Serbia for the Republic ofSerbia’s state export credit to an amount of $800 million. The total contract amount is$941 million.

www.rzd.ru

Nomad Digital establishes10-year partnership with ÖBB Nomad Digital has announced a 10-yearframework agreement with Austrian railoperator, ÖBB, forming a strategic partnershipwhich will see Nomad Digital provide fully-integrated enhanced passenger solutions for themajority of the ÖBB train fleet and Postbuses.

The initial phase of the strategic agreementincludes the deployment of improvedPassenger Wi-Fi, portal, and multi-mediaservices on the entire ÖBB Railjet fleet of 51 trains (pictured), plus nine brand new multi-country trains which serve Austria, Germany,Switzerland, Hungary and the Czech Republic.

With a central focus on integratedpassenger services that improve the over-all passenger experience, ÖBB’s partnershipwith Nomad Digital will introduce new on-board technology services for up to 900ÖBB trains, as well as 2,000 buses, marking theworld’s largest on-board connectivity deploy -ment for two modes of transport, within onepartnership agreement.

Nomad Digital will provide a compre -hensive end-to-end solution, including the design, integration, and deployment ofmultiple on-board connected passengerservices that cover information, entertainmentand high-speed broadband Wi-Fi performancefor passengers.

Nomad Digital will also establish a strongregional presence for ÖBB to support both thedelivery and the on-going management of allservices delivered as part of the agreement.

Nomad Digital’s CEO, Andrew Taylor,said, “We are excited about establishing andsigning this extensive and long-term agreementbetween Nomad Digital and ÖBB, which is

strategic in nature and will focus on deliveringinnovative passenger services, which willenhance the overall journey experience ofOBB’s passengers.”

Nomad’s world-leading open connectivityand multi-media OBIS platform will create thefoundation for the delivery of future ÖBBpassenger and operational services, enablingthe transport operator to take full advantage ofmultiple on-board and off-board solutions, tocontinually improve passenger experiences, aswell as improving the reliability and efficiencyof its operations. As part of the agreement,Nomad Digital and ÖBB plan to establish aninnovation hub for the joint development of advanced passenger and fleet-basedapplications and services.

As part of a fully integrated passengersolution deployment, Nomad Digital willprovide an advanced multi-media enabledportal platform for passengers, giving ÖBB customers direct access to timely journeyand service information, on-demand multi-media content and entertainment, includingmultiple live TV channels from localbroadcasters delivered through the train’s on-board platform – a world first for on-board train technology.

Christoph Schmutz, Chief InformationOfficer at ÖBB Personenverkehr, said: “We are confident Nomad Digital’s solutions willhelp to significantly enhance the pass-enger experience, delivering our customers an optimal digital experience and ensuring that our passengers get the most out of their journey.”

www.nomad-digital.com

NEWS



@EuroRailReview17

EVENTSEuropean Rail Safety ForumDate: 24-27 January 2016Location: London, UKe: [email protected]: www.rail-safety-passenger-growth.com

IT TRANS 2016Date: 1-3 March 2016Location: Karlsruhe, Germanye: [email protected]: www.it-trans.org

Eurasia Rail 2016Date: 3-5 March 2016Location: Istanbul, Turkeye: [email protected]: www.eurasiarail.eu

Expo Ferroviaria 2016Date: 5-7 April 2016Location: Turin, Italye: [email protected]: www.expoferroviaria..com

Infrarail 2016Date: 12-14 April 2016Location: Excel, Londone: [email protected]: www.infrarail.com

Asia Rail Summit 2016Date: 26-27 May 2016Location: Bangkok, Thailande: [email protected]: www.ourpolaris.com/2016/ars

If you have a diary event you wish to publicise, send details to Martine Shirtcliff at:

[email protected]

Nomad Digital brings Wi-Fi toPoland’s rail passengersNomad Digital – the global leader in theprovision of on-board passenger solutions andservices – has successfully deployed itsPassenger Wi-Fi for Poland’s PKP Intercity(PKP IC) trains. The project is one of the largeston-board connectivity deployments in Centraland Eastern Europe, and represents asignificant investment to deliver an improvedpassenger experience for PKP’s customers.

Nomad Digital was selected by T-Mobilefor the PKP IC design, development, andinstallation during 2014, and has sincedeployed almost 300 carriages with its market-leading on-board connectivity and PassengerWi-Fi solution. The new on-board systemdelivers unrivalled high-speed wirelessbroadband connectivity, and provides PKP’spassengers with seamless internet usage whiletravelling throughout Poland, Austria andGermany. The final phase of the project, whichwill provide passengers with access toentertainment services and multi-mediacontent, is currently being completed.

Nomad’s General Manager for EMEAI,Jean-Philippe Tissot, commented: “The

PKP IC Passenger Wi-Fi deployment is aground-breaking deployment of Nomad’smarket leading technology, which will fully enhance the passenger experience for its customers.”

“Nomad has worked closely with both T-Mobile and PKP, to design and deliver along-term strategic technology platform, withscalability in mind, enabling innovative on-board passenger services for today – but withscope for new technologies and applications,whether they be passenger or operationallyfocussed, to be added in the future.”

The PKP IC deployment was delivered andis managed by Nomad’s local team in Poland,with support from the companies CentralEuropean team in Germany, the Netherlandsand the United Kingdom. In recent months, theteam has delivered successful new businesswins across the region, including significantseven-figure Euro contracts for Connectivity,Passenger Wi-Fi, Passenger InformationServices (PIS), and Remote Condition Mon -itoring (RCM) solutions.

www.nomad-digital.com

Carlisle Station to benefit from £14m investmentNetwork Rail is to spend £14.7 million replacing the roof of CarlisleStation and rebuilding all eight platforms.

Delivered as part of Network Rail’s Railway Upgrade Plan, themoney will significantly extend the life of the station’s roof, which datesback to 1847, as well as reducing the amount of future maintenance. The platforms will be safer for passengers with tactile paving markingtheir edges and new surfaces throughout.

The new roof (pictured) will make platform areas brighter and morepleasant. It will be made of ETFE (ethene-co-tetrafluoroethene), the samematerial used on the roofs of the new Manchester Victoria andBirmingham New Street stations.

Network Rail has worked closely with Historic England the localauthority (which is Carlisle City Council) to plan the refurbishment whileprotecting the station’s listed building status. Virgin Trains, whichoperates the station, has been consulted throughout to accommodate thework with the minimum amount of impact on passengers. No trainservices will be affected and all areas of work will take place in safelyhoarded areas.

Terry Strickland, Area Director for Network Rail, said: “Carlislestation is impressive and historic but its large roof is showing its age and is in need of significant repair. This investment, part of our

Railway Upgrade Plan, will protect it for decades to come. Together with the improved platforms, the station’s environment will be much more pleasant for passengers and provide them with a better start or end to their journeys.”

Michael Byrne of Virgin Trains, who is the Carlisle Station Manager,said: “Virgin Trains are really pleased work will soon take place totransform the roof and platforms at Carlisle station. Working inpartnership with Network Rail, we will do our best to ensure customers’journeys through the station are not affected, whilst the improvements aremade. We can’t wait to see the finished results and are sure that it willenhance our customers’ experience.”

Work will start in late-November and the roof refurbishment will takeup to 15 months to complete. Work on the platforms will start once theroof is finished and is due to be completed in February 2018.

While the roof is being replaced a full scaffold ‘crash-deck’ will beinstalled which will reduce the amount of natural light in the station butallow the works to be carried out safely. Temporary lighting will be usedthroughout the work.

A total of £9.5 million will be spent on the roof upgrade and £5.2 million on the platform work.

www.networkrail.co.uk

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Keeping you connectedWe’re the leading global provider of innovative end-to-end digital solutions,

improving the rail passenger experience by providing WiFi and on-board

entertainment platforms, and delivering intelligent fleet management through

condition-based monitoring and maintenance solutions.

Passengers benefit from:

reliable and available internet

faster connection speeds

media entertainment

and real-time journey information.

Fleet operators gain:

increased customer satisfaction

lower operating & maintenance costs

improved fleet reliability and availability

real time fleet status & monitoring

higher energy efficiency

and improved safety.

You can reach us at

[email protected]

Nomad Digital Limited

Second Floor, Baltic Chambers,

3 Broad Chare, Newcastle Upon Tyne,

NE1 3DQ

T: +44 (0) 207 096 6966

E: [email protected]

nomad-digital.com

Britain has always looked to the railway to keep its economy moving.

Today, Great Britain has the safest and fastest growing railway in

Europe. It carries twice as many passengers as it did just 20 years

ago, making it the second most intensively used railway in Europe.

Despite this growth, the cost of running the network’s infrastructure has

been cut by 40% in the past decade.

This is a strong record that the railway professionals who plan,

build, operate and maintain the railway can be proud of. To build

on this success, the government is investing a record amount – over

£100 billion – on improvements that range from longer platforms and

new stations to major new routes such as Crossrail and High Speed 2.

There’s no question that this unprecedented investment is needed.

The economic success of our cities depends on their ability to connect

more people to jobs, and more goods to market, than ever before.

Only rail can meet this challenge and with nearly half of Europe’s

declared congested infrastructure located in the UK, the case for new

investment has never been stronger.

Like many countries, the strategic challenge for the UK is that we

can never create all of the capacity the country needs through

conventional construction-based enhancements alone. The legal,

financial and logistical challenges would be far too great, especially as

the network needs extra capacity in exactly the places where it is

hardest to deliver it in practice.

Britain, like many modern railways, can only deliver and fund the

extra space on the tracks it needs by complementing conventional

upgrades with digital innovation that makes the infrastructure we

already have radically more effective.

Modernising our railway There is a fundamental barrier to a more

productive and cost-effective railway: the

constraints imposed by signalling and traffic

management designed for a pre-digital

age. These mean that even well-targeted

investments can deliver a sub-optimal

return in both cost and performance.

Until the end of the last century, the

most effective way to keep trains

separated safely from each other was to

divide tracks into fixed sections (‘blocks’) and only allow a train to enter

a block once the preceding train vacated it through the use of signals.

The test of time has proved this method to be safe, simple

and effective, but these benefits are also accompanied by signifi-

cant drawbacks.

First, trains that have the potential to run closer together cannot

do so. Equally, they have to obey rules designed to meet the needs of

UK PROFILE




Delivering theDigital RailwayJerry England is Group Digital Railway Director at Network Rail where he leads the rail industry programmeseeking to accelerate the digital enablement of rail transport. Here he explains that to modernise the UK’srailway network, creating a national strategy for digital capacity is needed which will lead to more trains, betterconnections, and greater convenience.

...new digitalsolutions can

deliver a dramaticincrease in capacity

and reliability

all other trains that share the same track, so they can

rarely run at their optimum speed. The result is a

network that is significantly underutilised.

Second, conventional signalling extends the cost

and timeframe of major upgrades. Today’s signalling

is a highly complex engineering challenge that must

be ‘tailor made’ to the unique characteristics of

a local area. Despite the high cost of the asset

management legacy they create, conventional

signals are still responsible for nearly half of all the

primary delays attributed to infrastructure.

Third, a network based on traditional sig-

nalling and control systems lacks the capacity

and agility needed to allow the network to recover

quickly when things go wrong. As a result, it is

common for disruption to spread far beyond where

it started, and to affect passengers throughout

the course of a day.

Creating a national strategy for digital capacityIn every major transport sector, digital innovation is

addressing these kinds of obstacles by unlocking new capacity from

existing infrastructure.

Modern air traffic control has enabled substantial increases in

passenger numbers without the need for extra runways. When capacity

started to reach its maximum at London’s Heathrow airport in the

1980s, it was digital traffic management that allowed it to grow again

by 60%. Only now does the country have to make choices about the

location of its next major runway.

On our roads, innovative projects to implement ‘smart’ motorways

that manage traffic flows dynamically are reducing journey times by

25% and accidents by 50%.

Rail has a critical part to play in this age of ‘digital capacity’.

UK PROFILE

A digital railway will lead to more trains, better connections and great convenience

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Like other EU Member States, the UK is developing its

strategy to harness three key digital technologies that are

increasingly becoming tried and tested:

■ European Train Control System (ETCS): This provides digital

signalling to open, interoperable standards that is easier than

conventional signalling to deploy and which enables more

trains to run safely on the track

■ Traffic Management (TM): Whereas ETCS allows more trains

on the track, TM maximises network performance by allowing

these trains to run together as effectively as possible

– maximising the throughput that existing track can support

■ Automatic Train Operation (ATO): In-cab digital decision

support tools give drivers the information they need at the

right time to boost performance and safeguard safety.

We know from the success of major signalling upgrades on the

London Underground that new digital solutions can deliver a

dramatic increase in capacity and reliability. But evidence is now

growing that the case for deploying similar technologies on a

national scale is overwhelming.

Analysis has identified that a decision to deploy ETCS Level 2

and Traffic Management on one of the UK’s busiest routes would

deliver over 30,000 more seats at peak times, five years earlier

than current plans. It would meet expected demand at far less for

a service that achieved a reduction in delay minutes of over 10%.

This is a powerful case for change.

Crucially, analysis also suggests that the benefits of the extra

capacity unlocked by a digital railway are valuable to every type of

route, from busy commuter lines to quiet rural routes. That’s

because extra space on the tracks can be used to meet local

priorities, whether they be for:

■ More trains where they are needed most, for example, in

metropolitan regions

■ Better connections, where there is a need for more choice

about services, stops and speeds, for example, to encourage

economic growth between our Northern cities or to improve

connections for key freight routes

■ Greater reliability and a reduction in the impact of delays

when problems do occur.

With fewer heavy assets to build and maintain, a digitally-enabled

network can be operated at less cost.

So the question for the UK isn’t whether our railway should

harness digital innovation to deliver more trains, better conn -

ections and greater convenience. Instead, it’s about how we

deliver this transformation in a way that maximises its benefit and

whether we achieve it in this generation or the next.

Making it happenHistorically, the UK’s rail industry endorsed a strategy to replace

traditional signals at a point of life-expiry with ETCS nationally on

a timescale that extends over 50 years.

This plan might be successful in replacing key assets as their

risk of failure increases over time. But our analysis suggests that it

would be too slow and narrowly focussed to maximise value for

UK PROFILE



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money or to meet the country’s growing demand for passenger and

freight capacity fast enough.

The UK’s Digital Railway1 programme is working with partners

across the rail industry to identify a better way forward. This partnership

has identified key principles that are crucial to a successful transition to

a digital railway which is cost-effective, affordable and achievable.

To be effective, the timescale for an ambitious digital strategy

needs to minimise the gap between the cost of investment on one

hand, and the economic benefit it delivers on the other, whilst

managing the risks that arise with new technology carefully.

That’s why we are proposing a national roll-out of technology that

doubles the pace of digital modernisation whilst being carefully

targeted to allow key elements to be tested and validated. The result

will be a package of proven methods for digital modernisation that can

be applied at scale.

Collaboration is also vital. Signalling and traffic manage-

ment touches every part of the railway – from driver training, to

cab fitment, cyber security and the way the network itself is

operated. So it’s crucial that change is managed in an integrated

way that avoids the cost and complexity of a network that’s frag-

mented between different systems. We’re working with partners

across the rail industry to understand the impact of changes on

people, processes, technology, policy and commercial structures and

will consult widely on the best deployment schedule to manage this

change effectively.

Of course, nowhere is this need for partnership more important

than in the collaboration with the supply chain that will be involved in

making the vision of a digital railway a reality.

Momentum for digital modernisation is growing and we can look

forward to the first ETCS-enabled trains operating on major routes by

the end of this decade, and to digital Traffic Management taking effect

in the first a national network of Rail Operating Centres.

Supporting the digital workforceWhilst the scale of our digital ambition is significant, the fact is that

digital technology is already transforming the way we run the railway.

In Network Rail, for example, engineers now organise and prioritise

their workload digitally using mobile devices. With the history of

different assets at their fingertips, they’ve complete over two million

jobs digitally, saving over 30,000 hours of administration work.

Throughout the organisation, digital tools are helping us work more

effectively, for example, by managing assets based on their actual

condition rather than bureaucratic or time-based rules.

So our digital journey has already started, and we look forward

to collaborating with the rail industry across Europe to seize

its potential.

Reference1. www.digitalrailway.co.uk

UK PROFILE

Jerry England joined Network Rail in October 2007 andhas undertaken a number of engineering and assetmanagement roles prior to assuming his current role asGroup Digital Railway Director in 2012. Prior to joiningNetwork Rail, Jerry was Major Projects Director with theHighways Agency and Chief Operating Officer forThames Water. Jerry has spent 20 years in the oil and gasindustry and is a chartered chemical engineer.

Grim, sometimesPicture this. It’s a scenario many railway engineers will be all too familiar

with. It’s 3:00am, dark, cold, wet and windy. The rain is coming down

horizontally, visibility is poor and its way below freezing. You’re working

on the tracks wrestling with a troublesome piece of maintenance, and

the clock is ticking towards deadline. If it’s not complete on time,

you’ll be responsible for train delays that could cost thousands.

The pressure is on and there’s not even the prospect of a hot drink

anytime soon. At times, being a railway engineer is a grim task.

A helping handOur latest investment in maintenance will help to make all of this a thing

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How Britain’s new‘workshop on wheels’will revolutionisetrack maintenanceBritain has one of the oldest and most complex railway infrastructures in the world; an essentially Victorian railnetwork, parts of which date back to the times of Brunel and are in need of almost constant maintenance andmodernisation. It falls to Network Rail to maintain, develop and run the country’s 20,000 miles of railway tracksand signalling, 40,000 bridges, tunnels, and viaducts, 6,000 level crossings, and 18 key stations. Over the nextfive years, Network Rail will spend and invest £38 billion as part of its Railway Upgrade Plan to deliver better,faster, greener services, and improved punctuality, reliability and safety, while simultaneously keeping the railwayopen to enable four and a half million journeys to take place, every single day. The railway is the lifeblood onwhich the nation depends, generating wealth valued at £12.8 billion a year, yet in parts, the maintenance of thiscrucial infrastructure still relies on technology that fundamentally hasn’t changed from when it was first inventedin the 1840s. With the delivery of the country’s first Mobile Maintenance Train (MMT), Craig Mathys, ProgrammeManager at Network Rail describes how these exciting and popular new ‘workshops on wheels’ are set torevolutionise track maintenance, modernise and streamline old-fashioned procedures, while bringing massivecost and time efficiencies and increased workforce safety.

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of the past, helping to revolutionise the way

our engineers work on track. In September

2015, the first of eight Mobile Maintenance

Trains (MMTs) arrived from the manufacturers

Robel in Germany. We think of it as a

‘workshop on wheels’ as it has everything

our people need to repair and carry out

maintenance on-site. Each train will have a

workshop, two built-in two tonne cranes to

move heavy equipment, multiple power

points (400V, 110V, hydraulic and pneumatic)

and will be able to carry all the tools and

supplies the engineers could need, including

equipment to deal with unforeseen repairs

and emergencies, alongside a welfare area

with kitchen and toilet. But the MMT’s key

feature is the large, extendable work area

that allows access to the track below,

provides cover, floodlighting and, crucially, protection from passing

trains. Instead of teams travelling by road, loading up equipment into

vans and then carrying them to the site, the MMT will simply transport

the teams and gear to where the work needs to be done, which not only

speeds the process up, but will also reduce workforce fatigue.

Reducing disruptionThe MMTs will reduce the amount of disruption engineering usually

causes as they may eventually be able to work on a section of track

without having to close the railway next to it. This will limit disruption

during the day when engineers carry out repairs, while allowing better

use of the railway at night for freight trains carrying everything from

high street goods and mail, to cars for export and coal for power

stations. In the safety of the work unit our engineers can make repairs

on a section of track or, using a slow ‘creep’ mode, are able to make

rolling repairs. There are shutter blinds fitted in the upper section of the

work unit, allowing natural light and ventilation in good weather, but

they can also be closed to offer shelter and protection in bad

conditions. The adjustable side walls of the work unit also serve to

dampen sound, reducing noise pollution. Furthermore, as the

UK PROFILE

The MMTs provide cover and floodlighting so maintenance teams can be protected from harshweather and carry out their tasks to meet network deadlines

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floodlighting is within this housing, it significantly reduces light pollution

too; all great news for residents living close to the railway who would

ordinarily be disturbed by the commotion of late night engineering.

InvestmentSo far, we’ve ordered eight MMTs at a cost of just over £5 million each.

But the investment is more than worth it. Based on our predictions, we

expect the MMTs to bring a cost saving of around £1 million per year,

per train – so they will pay for themselves within years. The business

case was based on there being health and safety benefits as well as

substantial cost savings on a range of activities. As an example,

replacing a broken rail currently takes three shifts if done manually, but

if using an MMT it will take just one shift.

Flexibility Our first MMT will be used purely for

maintenance. On an average shift, the

team crewing it might be carrying out re-

padding, correcting track geometry faults,

hot and cold weather preparation; there’s

a whole host of different tasks it could

carry out which is why the flexibility

the MMT offers is so important. It’s no

exaggeration to say the MMTs will revolu -

tionise the way we execute maintenance

on the railways, in terms of deployment of

staff, the speed of set-up, the delivery

of work and the working environment.

Not only does it offer an excellent barrier

from trains and protection from foul

weather, it’s a much better environment to

work in; warm, dry and perfectly well illuminated with fantastic lighting

all the way through. The MMTs reduce the risk of manual handling

accidents because of the specialist lifting equipment, and as it allows

staff to get to site and set-up more quickly we can compress more work

into a shorter period of time. Clean up is now much easier as scrap and

rubbish can be taken away after the job, transported in the MMT,

instead of another shift having to be arranged to remove it.

Keeping crews goingFrom a front-line point-of-view, the welfare part of it is absolutely out of

this world. Teams are now travelling back and forth to sites on the train,

cutting a lot of the fatigue risks, and once they’ve finished the job, they

can have a proper cup of tea and use a proper toilet. It’s just the basics,

but that’s what keeps the team going.

Many tasks on the railway can only be carried out when the railway

is closed to traffic – but with passenger numbers growing and demand

for freight increasing at record levels, the need to keep the railway open

round-the-clock is greater than ever before. These new trains mean our

frontline staff can complete a wide range of maintenance and repairs

more quickly and efficiently, reducing the need for costly and disruptive

closures of the tracks. They’ll also keep our people safe, warm and dry

and better able to focus on getting the job done.

Fit for their tasksBy the end of 2015, three of the eight MMTs will be working on the

network. The first MMT will be based at Darlington, with the second

based at Paddock Wood in Kent, and the third based at Derby.

The remaining five will be stationed at Basingstoke, Retford, Romford,

Peterborough and Horsham. The entire fleet will be operated and

maintained by Colas Rail under a three-year deal, and it is intended that

each will have their own specialisms and come supplied with bespoke

hand-operated tools in order to fit the tasks they will do. The Paddock

Wood MMT, for example, will be focused on rectifying rail defects.

Craig Mathys is Programme Manager Mobile Main -tenance Trains at Network Rail. He has 10 years ofexperience of Maintenance Management and Delivery,with five years of experience in Programme Management.Craig has a Bachelor of Science in Engineering(Electrical), BB & A Hons (Bachelor of Business andAdministration with Honours), and NEBOSH NationalDiploma in Occupational Safety and Health.

Each MMT will cost £5 million but will bring a cost saving per year of£1 million, per train

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The MMTs will reduce network disruption by allowing maintenanceteams to carry out work without closing the railway next to it

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These new trains mean our

frontline staff can complete

a wide range ofmaintenance and

repairs more quicklyand efficiently,

reducing the needfor costly and

disruptive closuresof the tracks

GTR – a franchiseformed to transformpassenger services

Put simply, it’s to unlock billions of pounds of investment that will

transform passengers’ journeys. Because the story of GTR is a story of

delivery; and it’s something that any CEO would give his right arm

to oversee.

Our seven-year franchise is going to deliver four new train fleets,

new services, a step-change in capacity, better stations, better staffing

and improved timetables.

The Thameslink ProgrammeAt the heart of all this is our joint delivery with Network Rail of the

government-sponsored £6.5 billion Thameslink Programme which,

by 2018, will have linked together towns in Sussex and Kent, plus along

the East Coast Mainline into the Thameslink route, offering direct

cross-London journeys with the type of benefits such as Cambridge to

Gatwick in just 1 hour 40 minutes – that’s 30 minutes quicker than

today’s trip by train and Tube.

Not the ‘normal’ franchiseThe franchise is an unusual one. We receive fare income from

passengers as usual but then pass this to the DfT, whereas most other

UK passenger rail franchises keep this income and account for it as their

revenue. We instead receive regular cash payments from the

Govia Thameslink Railway (GTR) is now Britain’s biggest rail franchise – carrying 237 million passenger journeys a year and earning the Department for Transport (DfT) £1.3 billion in annual passenger revenue. Operating over3,200 services every weekday, plus managing 236 stations and including 6,800 staff, the business oversees fourdifferent networks of Southern, Gatwick Express, Thameslink and Great Northern. So why have GTR been giventhe keys to this super new franchise? Chief Executive Officer, Charles Horton, explains.

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www.europeanrailwayreview.com26

The Siemens-built Class 700 Desiro Cityin sidings at Three-Bridges depot, UK

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government for operating the franchise and

for bearing the risks and liabilities that this

responsibility entails. We can also earn

additional payments from DfT if we ensure

that the Thameslink Programme meets its

key milestone dates; however, we can lose

this income if we don’t deliver the pro -

gramme on time with industry partners.

Added to this, are a number of measures

that reflect passengers’ everyday experi -

ences. We are audited regularly for the

station and on-train environment and these

scores, together with our National Rail

Passenger Survey results, are used to adjust

up and down the payments we receive for

operating the franchise. Broadly speaking,

the ‘penalties’ are about twice the rate

of the ‘bonuses’.

To say that is challenging is an under -

statement, but what this all means is that

passengers are put firmly at the centre of our business because it is their

satisfaction that helps drive our bottom line.

The rolling stockAnd it is such an exciting franchise to be involved in. We have already

delivered a new fleet of 29 Class 387 Bombardier-built trains on to the

Bedford to Brighton route – the first of those arrived only three months

after we started the franchise – and another 27 units of a second variant

will follow for Gatwick Express in 2016. These have air-conditioning,

two-by-two seating, the latest in automated on-board service

information and excellent facilities for people with disabilities.

We’ve spoken to stakeholders and put out for tender the speci -

fication for a new fleet of 150 new carriages to replace the 313s that

operate our Great Northern inner suburban route.

Then we also have our new Class 700 Thameslink trains. These

Siemens-built units have been purpose-built to operate the extended

Thameslink network that we create with Network Rail in 2018. They are

bright, spacious, lightweight and designed to cater for the metro and

long-distance market – the leisure traveller, the business people, our

airports and, of course, our commuters.

At the time of writing this article, we have three of the Class 700

trains in a gleaming new depot, purpose-built for the new 115-strong

fleet, at Three Bridges (a second is being constructed at Hornsey).

There are no intermediate cab ends, for the trains are fixed in length

– 55 with 12 carriages and 60 with eight – and there are wide open

gangways between each coach. So when I stood on the empty

unit for our official launch of the depot with the Secretary of State

for Transport, I was truly amazed at the sense of space afforded by

240m of uninterrupted interior.

These trains, the first of which enter service in spring 2016, are the

future, for they will help accommodate the massive increase in

passengers the UK has experienced in the past decade, especially in the

South East. They are not only fitted with wider doors, large vestibules

and wide aisles to speed boarding, they are smart enough to tell

passengers which way to walk to find more space elsewhere in the train.

They are being fitted with technology that will allow us to use automatic

train operation for the first time on a mainline railway, between London

St Pancras and London Blackfriars and that will allow us to bring onto

the Thameslink route services from Peterborough and Cambridge

on the East Coast Mainline, creating a stunning frequency of up to

24 trains per hour across London.

Enhanced services and timetablesThis is where the GTR franchise and all that it is designed to deliver

really pays dividends for London and the economy. Our enhanced

north-south cross-London service will complement the east-west

service of Crossrail, which will boast similar frequencies and create

new services from across the South East to Heathrow with just one

change from a Thameslink train at Farringdon. It will relieve congestion

on the Tube and it will ease congestion.

So much work is going into this £6.5 billion Thameslink Programme

to make all this happen in 2018 and we have been playing a big part in

that with our industry partners. We have designed and consulted on a

new off-peak timetable for the Brighton Mainline that comes into effect

in December 2015. By combining Southern and Thameslink into one

franchise, we can create a timetable that not only paves the way for the

future 2018 expanded Thameslink network, but also evens out services

where previously Thameslink and Southern services ‘chased’ one

The four different networks of the Govia Thameslink Railway franchise

From right to left: Charles Horton, CEO of GTR; Juergen Maier, UK CEO of Siemens; Dr Jochen Eickholt, CEO Mobility Division of Siemens; Secretary of State for Transport the Rt Hon Patrick McLoughlin; and Andy Pitt, Executive Chairman of Cross-London trains

another, competing for the same customers and creating short

headways and creating the risk of delays.

A plan to improve performance As I’ve mentioned punctuality and our efforts to remove delays, I will

take a moment to discuss the significant challenges we have faced in

terms of performance. Quite frankly, performance is not where we want

it and we are determined to make it better. My Chief Operating Officer

and her team have set up an alliance with Network Rail and devised a

performance improvement plan. This looks at the performance of

signalling, power supplies and other Network Rail assets. But it also

ensures that we develop timetables which are error-free and not set up

to fail; it has overseen changes to the Brighton Mainline timetable,

introduced to improve performance after the loss of one of the

approach tracks into London Bridge for the improvement work there,

and the performance of new infrastructure back in January. It also sets

out how GTR has launched the UK’s largest driver recruitment and

training programme to address driver shortages caused, in part, by the

huge amount of training required for new routes and new rolling stock.

In our first year, we have doubled the number of trainers and tripled

our number of courses. On Thameslink and Great Northern alone,

we have brought in 63 qualified drivers since January and have over

160 more in training.

Passenger Service DirectorsThis first year has been a busy one for many other reasons as we have

introduced the improvements we promised when we were awarded the

franchise. To begin with, we set about creating the structure I wanted to

make GTR a success. We may be the biggest franchise in the UK but we

need to stay in touch with the communities we serve, so we have kept

the individual brands of Southern, Gatwick

Express, Great Northern and Thameslink and

appointed five Passenger Service Directors

– route MDs if you like – and Southern has

two: one for the mainline and one for the

Metro services. They are there to make sure

our services meet our passengers’ local needs,

and that we act on their concerns. They are

responsible for the day-to-day operation of the

route, including their station staff, station

facilities, trains and drivers.

Providing passenger informationTo bring passengers better information, we

launched our redesigned Great Northern and

Thameslink website in June to give passengers

better real-time information. All our informa -

tion now comes from one source, meaning

that whether you’re viewing it on our station

screens, websites or apps, it will be consistent,

accurate and up-to-the-minute. We have also

given our staff 600 iPads, with more to come, so

they can tell passengers the latest information

at the touch of a button, plus our Twitter team

is now live 24/7, brining passengers updates to

their service and answering questions.

TicketingAnd to give passengers better ways of

paying for their journeys, we’ve extended

Southern’s smartcard ‘the key’. Southern was

the first train company in the UK to introduce a

ticket smartcard and it can now be used on

Thameslink and Great Northern services

as well for season tickets. In 2016, we will

be loading up many more products and

the intention is to offer two fabulous con-

cepts: pay-as-you-go with the simplicity of a

pre-loaded card that guarantees the best

fare wherever you travel on our network,

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and flexible ticketing which will benefit part-

time workers.

More staff and more trainingModernising the way people buy their tickets

through new technology goes hand-in-hand

with making changes to the way we interact

with our passengers. This year we have

honoured our commitment to introduce

all-day staffing at 25 more stations. This

means that there will always be a member of

staff available at these places when we have

services running.

And our plans involve even more

investment in our people. We’re delivering

20,000 days of customer service training

across the life of the franchise. We have completed a pilot for our new

One Step Ahead programme and initial feedback has been very

positive from the 200 staff who took part. As you’d expect, the

programme focuses on what our passengers and the business expect of

our staff, but it adopts a very different approach from what has been

used before. It moves away from the ‘sheep dip’ approach to a

combination of on-the-job coaching, classroom and e-learning.

The courses are tailored according to the needs of train brand

and the individual. The e-learning is particularly new and will be

accessed either on staff iPads or office PCs. Every single member of our

3,500-strong customer-facing team, their managers and supervisors

will receive this training, starting in early-2016. The course leads to a

B-Tec in Customer Service.

Passenger engagementBy having better trained staff, we have more motivated staff. But how

do we engage better with our passengers? Well, this year we launched

our online passenger panel which gives its 1,000-plus members the

opportunity to take part in online surveys and, in future, web chats.

And then we have our two Customer Cabinets – around 12 people on

each, one for the north and one for the south of the franchise. Each one

brings together staff and passengers, offering a unique forum where

views can be shared and practical ideas for improvement can be

put before senior managers. Members of the Cabinets have the

opportunity to give advice and recommendations on customer strategy

and business planning and there is a budget for self-generated projects.

Improvements happening right nowWe’ll be interested to hear what our panels and Cabinets think about

the new changes that we’re bringing in. Some people think that none of

it will be delivered until the Thameslink Programme completes in

December 2018, but there are improvements happening right now.

In December 2015, we have a new half hourly overnight service from

London to Luton Airport Parkway to make it much easier for early

morning flight check-in, and over on the Great Northern route, we are

creating a seven-day-a-week service into Moorgate in the heart of the

City, satisfying the demands of passengers and stakeholders alike.

So, there is a lot happening and a lot to do. I’m lucky because I have

the right people behind me with the right plans and investment to make

it happen. So watch this space – with our industry partners, we are

transforming our passengers’ services for the better.

WATCH NOW!

To watch a short video clip of theSiemens-built Class 700 Desiro City trainon test, please go towww.europeanrailwayreview.com/desiro

Charles Horton is the Chief Executive Officer of GoviaThameslink Railway Ltd, the company responsible forrunning services on Thameslink, Great Northern, Southernand Gatwick Express. He has extensive managementexperience gained at London Underground, Connex andwith his current employer, Govia. He has held Board levelappointments with these companies and also worked inoperations, change management, human resources and

investment planning. Charles has a BA (Hons) and MBA. He is an ATOCBoard Member, a Fellow and former Deputy Chair of the Institution ofRailway Operators, a Chartered Fellow of the Institute of Logistics andTransport, plus a Fellow of the Royal Society of Arts. He is a Board Memberof RSSB and for nine years he was also a Member of the ManagementCommittee of CIRAS, the rail industry’s confidential safety reportingsystem. Charles is the Vice Chairman and a Trustee Board Member ofRoffey Park Institute, the internationally recognised managementdevelopment organisation.

Passenger Service Directors - from left to right: Stuart Cheshire; Alex Foulds; Angie Doll; Keith Jipps; and David Scorey

The Govia Thameslink Railway franchise operates Great Northern services

Motivated anddetermined to deliver Crossrail

In May 2015, Crossrail celebrated a major milestone when the last of the

eight 1,000-tonne tunnelling machines which were boring 26 miles of

new rail tunnels underneath the capital, completed their journey at

Farringdon Station. Farringdon is set to become one of the UK’s largest

rail hubs with direct connections to London Underground and

upgraded Thameslink services. UK Prime Minister David Cameron was

joined by Transport Secretary Patrick McLoughlin and the Mayor of

London at the station to mark the final breakthrough and the end

of Crossrail’s tunnelling marathon.

Prime Minister David Cameron said: “Crossrail is an incredible feat

of engineering that will help to improve the lives of working people in

London and beyond. The project is a vital part of our long-term plan to

build a more resilient economy by helping businesses to grow, compete

and create jobs right along the supply chain.”

The construction of 10 new stations is progressing well.

The Crossrail team’s focus is now on the task of delivering the

infrastructure and railway systems to enable the service to start

operating through central London and Docklands at the end of 2018.

Crossrail will open fully in 2019. Construction work will now ramp up

significantly within this highly complex and sophisticated systems

fit-out phase, which involves fitting out the tunnels, portals, shafts and

stations with all of the systems which are required to safely operate a

world-class railway.

Up to 12,000 people will be working on the Crossrail programme at

peak, with over 500 apprentices already engaged.

Transitioning to a Railway ‘Systems’ FocusThe project had previously been organised by geographical area, which

was totally appropriate for tunnelling and civils works. To enable

delivery during this critical railway systems phase, we have now

transitioned into three sectors – Civils, Stations and Railway

Systems. This recognises the fundamental point that systems

traverse geographical areas and need to be designed, installed and

tested as such.

Crossrail’s Railway Systems A dedicated team has been established to drive and manage the

systems installation work, called ‘Railway Systems Delivery’. Many other

Crossrail departments also provide crucial collaborative input and

How is construction progressing on Crossrail – Europe’s biggest infrastructure project? Chris Enoch, Crossrail Railway Systems Project Manager gives European Railway Review an update on works and what’s nextfor the ambitious £14.8 billion rail project to build a new east-west railway across London and the South East.

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support to the Railway Systems teams to ensure that work is planned

and executed to the desired safety and quality criteria.

The Railway Systems scope can be split into the following six

primary elements:

1. Mainworks / tunnel fit-outTrackThis is by far the largest and most diverse Railway Systems contract.

The initial phase includes the installation of over 40km of track, of which

Crossrail will be using five different types. Over 80% of the track is

Standard Track Slab (STS), comprising of long welded rail (delivered

in 108m lengths) and around 70,000 sleepers which will be concreted

into position using specialist fibre reinforced concrete.

Under some areas of central London where theatres and recording

studios are located, the requirements to limit noise and vibration at the

surface are strict. To deal with this, we have designed a highly specialist

track form called ‘Floating Track Slab’ (FTS). This complex arrange-

ment of rebar, concrete and mechanical devices actually ‘floats’ on a

combination of elastomet rubber bearings and heavy duty springs to

help absorb the noise generated by the rail/wheel interface. The track

slab is constructed and then jacked up to accommodate the bearings

and springs. A total of 3.4km of FTS will be installed on Crossrail.

Due to the extra depth added by the spring base of the floating

track, a shallower sleeper is needed. To ensure that this shallower

sleeper remains durable and effectively minimises noise and

vibration, an incredibly dense concrete called MagnaDense is used.

MagnaDense is over twice as dense as normal concrete due to its

natural iron ore content.

Prototype test tracks have recently been successfully completed to

test and optimise the construction methods, materials and equipment.

There is also a short, 1.3km length of existing 140 year old tunnel in

east London that we have refurbished. Because of the special nature of

this tunnel, we have had to adopt a different track solution called

Direct Fix Track (DFT). This track installation at Connaught Tunnel was

completed in August 2015, some two weeks ahead of schedule.

Mechanical and Electrical SystemsThis contract also includes provision of cable management systems,

installation of over 1.5 million metres of cable, an emergency

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Crossrail quick overview – facts and figures■ Crossrail will transform rail transport in London and the south east,

increasing central London rail capacity by 10%, supporting regenerationand cutting journey times across the city

■ The Crossrail route will run over 100km from Reading and Heathrow inthe west, through new tunnels under central London to Shenfield andAbbey Wood in the east

■ There will be 40 Crossrail stations including 10 new stations atPaddington, Bond Street, Tottenham Court Road, Farringdon, LiverpoolStreet, Whitechapel, Canary Wharf, Custom House, Woolwich andAbbey Wood

■ At its peak production rate Crossrail’s 465m-long concreting train willinstall up to 250m of concrete track slab a day

■ Over 250,000 holes will be drilled by a state-of-the-art, precisionautomated drilling rig for the Crossrail tunnel fit-out

■ Over 1.5 million metres of cable will be installed for Crossrail’sMechanical and Electrical systems

■ Up to 12,000 people will be working on the Crossrail programme at peak,with over 480 apprentices already engaged.

evacuation walkway, fire mains, drainage,

lighting and other mechanical and electrical

systems. It also includes the installation of an

overhead catenary system that will be used

to transfer power to the trains.

A key feature of the Crossrail system is

the technologically advanced tunnel

ventilation system. Huge vent fans will be

installed at 18 locations across the scheme,

and controlled via advanced, bespoke

control systems. The objective of this system

is to regulate tunnel pressure and temp -

erature, and to provide smoke management

control in the event of a fire.

Temporary RailheadsFinally, this contract includes the provision of

two temporary railheads, required to stable,

manage and maintain our large range of

engineering trains which will be used during the next two years of

construction. The largest railhead is located in the east at Plumstead,

with a smaller but critical railhead in the west at Westbourne Park.

Construction at Plumstead was completed ahead of schedule in June

2015, with Westbourne Park on plan to be finished by the end of 2015.

2. High Voltage (HV) PowerThis package of work is to provide a stable, robust HV power feed to

the entire infrastructure within the Crossrail system, particularly to the

stations and the Traction Power systems that will ultimately power

the trains. In simple terms, there are two ring-mains, one at 11kV and

one at 22kV. In the central section, traction power for the Crossrail trains

will be provided by two new bulk supply points from National Grid at

Pudding Mill Lane in the east, and Kensal Green to the west.

3. Traction PowerThe Traction Power contract provides the infrastructure required to

provide a stable and robust +/- 25kV traction power supply to the

overhead catenary, including trans formers, regulators, switches, cables

and other supporting periphery equipment.

4. Communications and Control SystemsThe scope of works in this contract relates to key communi-

cations systems including station periphery devices such as

CCTV, help points, PA announcement systems, customer information

displays, staff and emergency services, radio systems and the data /

SCADA networks that will carry information to and from the route

control centre.

5. Platform screen doorsThis covers the contract for the full height platform screen doors which

will incorporate passenger information displays and space for

advertising. The first prototype of the doors has been constructed at

Knorr-Bremse’s facility in Melksham, Wiltshire. We are installing over

4km of platform screen doors.

6. Signalling and control systemsThis is another very critical contract that includes the design,

manufacture, supply, installation and testing of a sophisticated

train control system for the central section of Crossrail. It will safely

support 24 trains per hour between Paddington and Whitechapel

during the peak.

Crossrail has opted for a Communications Based Train Control

(CBTC) signalling system for the central section, as it is technically and

operationally proven and successfully used by many metro systems

around the world.

Our contractorsIn addition to design, procurement and installation activities, the

contractors are required to fully test and commission their systems.

Crossrail is currently working with the contractors to develop a robust,

integrated testing and commissioning regime to ensure that this phase

is conducted robustly and optimally.

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One of Crossrail’s Multi-Purpose Gantries, specifically designed for Crossrail to perform amultitude of activities including sleeper and rail transportation and positioning and support to theconcreting activities

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Crossrail valuesCrossrail has five core values that underpin the project’s decisions, activitiesand behaviours: ■ Safety – we put safety first■ Inspiration – it’s in our power to change things for the better■ Respect – we treat people as we’d like to be treated■ Collaboration – we’re stronger together■ Integrity – we keep our promises

Table 1: Crossrail’s contractors

Railway Systems Area Prime Contractor

Mainworks Alstom – Transports Sud Ouest – Costainconsortium (ATC)

HV Power Alstom – Costain JV (AC)

Traction Power Alstom – Costain JV (AC)

Communications Siemens

Platform Screen Doors Knorr-Bremse Rail Systems (UK)

Signalling Siemens Invensys

Plumstead permanent railhead award pending

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We have a range of skilled and experienced contractors who are

responsible for the delivery of each of these contracts; Table 1 on page

32 shows who is responsible for each. In addition, the Crossrail supply

chain is diverse with hundreds of supplier contracts executed to date in

support of the Railway Systems programme. Many are UK-based firms.

The Railway Systems teams have recently co-located to the same

office complex, to foster increased collaboration and integrated

working between the Crossrail and our contractor colleagues.

How we are installing Crossrail’s Railway SystemsA dedicated fleet of bespoke machines will be used in the fit-out of the

tunnels. Four technologically advanced, flexible and nimble Multi-

Purpose Gantries (MPGs) have been

specifically designed for Crossrail to

perform a multitude of activities includ ing

sleeper and rail transportation and

positioning and support to the concreting

activities. Each gantry, operated by a

single operator, will traverse along the

raised curbed sides of the tunnel’s first

stage concrete. The bespoke gantries

have been manufactured for Crossrail by

Metalliance in France.

Tata Steel has commenced deliveries

to the Crossrail project, and will supply

more than 57km of UK manufactured

heat treated, wear-resistant rail. In total,

7,000 tonnes of Tata Steel rail will be used.

The concreting is a complex, precise process and utilises a

dedicated 465m-long concreting train (that’s more than four football

pitches in length!). This train is a sophisticated, mobile underground

concrete batching factory, which is the reason for its significant length.

Dry materials are loaded onto the concreting train which then batches

the concrete.

The concreting train was refurbished and brought to the UK from

France via the Channel Tunnel in August 2015 and is based at

Plumstead. At its peak production rate, it will be able to install over

200m of concrete track slab each day.

Running and maintaining the concreting train is a 24 hour

operation. Concrete pouring will take place during the night with

restocking and maintenance being carried out during the day.

A series of other specialist trains, locos and equipment are also

being used to install Crossrail’s railway systems including the overhead

gantry, cable pulling and the drilling of over 250,000 holes for the

required bracketry to support cable management systems and

the evacuation walkway.

A state-of-the-art, precision automated drilling rig, which was

manufactured by Rowa Tunnelling Logistics in Switzerland, will minimise

the need for manual drilling. Once the track slab has been laid, the

drilling rig will run on the newly laid track, leveraging state-of-the-art

forward-looking 3D laser survey technology. The machine has a dust

suppression system in place, producing a clean and accurate drilled

hole every time.

When are we doing all this?Work has already commenced with the systems fit-out. We are

progressing on time and with a good safety record. The Railway

Systems team has already completed the Plumstead Railhead (eight

tracks), Connaught Tunnel Direct Fixed Track installation and multiple

switch and crossings at Victoria Dock Portal. They are also progressing

with the Standard Track Slab installation from Plumstead, and close to

completing engineering design for all other areas. The Floating Track

Slab installation works will commence in the field later in the year. The

target is to complete all installation and static testing towards the end

of 2017 so we can then start full dynamic testing.

This is a fast-track, complex, diverse and exhilarating project on

many levels. A world-class project such as Crossrail attracts world-class

people, leading to a blend of talented, inspirational professionals.

This creates a rich, continuous learning ground for all, whatever your

background. It’s a significant motivator for me and my team.

The Railway Systems team must deliver a complex programme of

works, but I know our teams are skilled, motivated and determined to

make it a success and to leave a legacy that everyone at Crossrail will be

rightly proud of.

Chris Enoch has worked on the Crossrail project since2013. He is the Project Manager of Crossrail’s RailwaySystems Mainworks contract and responsible for ensuringthat this major phase of the Crossrail project is deliveredsafely, on time and on budget. His team’s remit includesthe design, installation and testing of track, drainage,cabling, fire, evacuation walkways, electrical systems,lighting, ventilation systems, overhead lines and 25kv

traction power and extends to the construction of Crossrail’s railheadlogistics centres. Chris also has an extensive and expanding PrincipleContractor responsibility across the programme with over 1,200 peopleworking on these contracts at peak.

A dedicated team has beenestablished to

drive and managethe systems

installation work,called ‘Railway

Systems Delivery’

Crossrail’s 465m-long concreting train

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Liberalising the Europeanrail passenger market –the British experienceChris Nash and Andrew Smith from the Institute for Transport Studies at the University of Leeds take a look athow Britian has coped with rail passenger liberalisation, what has happened to rail demand and costs, plus whatpossible solutions there might be to the problems experienced.

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Since 2007, the European rail freight market has been completely

open to new entry, and according to the most recent EC Rail

Market Monitoring report, by 2012 considerable new entry had

occurred. In 11 countries entrants held 20% or more of the market,

although the EVES-rail study in which we participated could find no

evidence of an impact of new entry on either costs or rail market share.

By contrast, liberalisation of the passenger market was only required for

international services, and only a handful of countries had gone further.

In Britain, all passenger services had been taken over by new entrants,

almost entirely through competitive tendering for franchises for

profitable as well as unpofitable routes, with a very small number of

services run commercially by open access operators. Elsewhere in

Europe, by 2012 only in Sweden and Germany had new entrants gained

more than 15% of the suburban and regional market; there was

significant open access operation in the Czech Republic, Italy and

Austria, but the biggest share of the long-distance market taken by new

entrants was 7%.

Thus the experience of Britain is of particular importance, and at the

Institute for Transport Studies (ITS) we have studied this extensively;

a review of our work with references can be found in Smith and

Nash (2014) .

Rail passenger liberalisation in BritainOver the period 1994-1997, almost all British rail passenger operations

were divided into 25 companies, which were then offered as franchises

to the most favourable bids. Minimum service levels were specified and

some fares controlled, and bids invited in terms of the annual

subsidy required (or premium offered) through what would normally be

a 7-10 year franchise. The infrastructure was placed in a separate

company, Railtrack, and privatised by sale of shares. Freight was also

privatised by outright sale.

Within very few years, two crises hit the new structure. The first and

most important was the placing of Railtrack into administration

following an escalation of the costs of the major West Coast Main Line

upgrade, and a massive increase in spending on maintenance and

renewals generally following a fatal accident at Hatfield caused by a

broken rail. But at the same time, the franchising process was in

difficulties, with no fewer than five franchises close to bankruptcy having

been unable to reduce costs to the extent foreseen. As a result, the

infrastructure became the responsibility of a new not-for-dividend

company, Network Rail, whose borrowings were guaranteed by the

state, whilst a number of franchises were renegotiated or replaced with

short-run management contracts, pending refranchising. As we shall

see, during this period of disrpution, costs of both infrastructure and

train operations rose substantially, and ever since there has been a

struggle to get them back under control.

Rail demand since privatisation Figure 1 (page 36) shows the remarkable performance of rail

demand since franchising. An early ITS study found the increase

in demand to be mainly due to external factors such as rising

incomes, increasing road congestion and rises in the costs of motoring.

Also, it was initially a franchise condition that regulated fares

should increase at less than the rate of inflation, and train kilometres

also rose as demand grew. However, part of the increase in traffic

could not be explained by the model and might be attributed

to improved marketing and customer service post privatisation.

But the continued growth of rail demand through the economic crisis of

2008 remains remarkable and not fully understood. The total

liberalisation of railway operations through franchising, and the very

strong incentives to grow revenue resulting from the adoption of net

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Passenger train operating costs per train km (£2012 prices)

Total 20.2 27.0 25.4

Infrastructure 9.2 14.4 13.9

Operations 11.0 12.6 11.5

Source: Smith and Nash (2014)

cost contracts to a much greater extent than in other European

countries, may have played a role.

CostsAs aforementioned, the position regarding costs is a lot less favourable.

Between 1996/1997 and 2005/2006, real cost per passenger train

kilometre rose by some 35%, with the biggest increase being in

infrastructure costs but also a significant increase in train operating

costs. Since then, unit costs have been reduced, but in 2011/2012

it remained 25% higher than at the

completion of franchising (see Table 1,

page 35).

In the case of infrastructure, ITS was

responsible for the benchmarking work

initiated by the Office of Rail Regulation

(ORR) to determine what level of cost

reduction it should assume in its regulatory

settlement. Figure 2 (page 37) shows how

Britain was performing relative to the

efficiency frontier estimated based on a

sample of other European countries at the

time of the 2008 regulatory review of

Network Rail’s finances. It is clear that the

cost increase at the time of Hatfield led to

Network Rail falling well below European

best-practice, a decline from which it is

only slowly recovering. Adjusting for the

failure to maintain renewals at a steady state level considerably reduced

the performance pre Hatfield but has little impact on the efficiency

scores for later years. ORR set targets based on the efficiency gap of

approximately 40% identified in Figure 2 (page 37) and Network Rail

has been steadily improving efficiency in line with those targets, though

there is some way to go yet, as recent delays and cost overruns on

major new projects shows.

What is more interesting is the situation regarding franchising.

Studies by ITS have identified a number of reasons why franchising may

have been less successful in Britain than in some other countries.

Firstly, the placing of some franchises on management contracts

clearly increased their costs, although costs returned to expected levels

after refranchising. Secondly, we found that typically British franchises

were inefficiently large – much larger than in countries such as Germany

and Sweden – and also in some cases lost economies of density by

splitting services on the same route between more than one operator

– although such economies of density are limited when the services are

diverse in their characteristics, such as the type of rolling stock needed to

run them. Thirdly, we found that competition between train operators for

scarce skilled staff, particularly drivers, had pushed up salaries in the

industry much faster than in the economy as a whole. In most countries,

winners of franchises had the opportunity to bring in their own staff, with

different salaries and conditions to those of the incumbent; in Britain, the

winner of a franchise took over an existing company and its staff. True,

having taken over they could seek to implement changes in working

practices and salary structures, but with relatively short franchises, it

appears that the incentives to do this were inadequate.

Another piece of work we undertook concluded that short

franchises had led to a short-term view by franchisees when they took

the lead in procuring rolling stock, reducing incentives for innovations

to reduce life cycle costs.

The McNulty report in 2011 considered the way in which vertical

separation between infrastructure manager and train operators had

worked to be a major factor in the cost increase. Our work found some

evidence that the transaction costs of negotiating, monitoring and

enforcing contracts was a factor, although this would not amount to

more than a few per cent increase in systems costs. More significantly,

the EVES-rail study found evidence that complete vertical separation on

densely used networks raised costs, and concluded that this was due to

a lack of incentives for the infrastructure manager and train operators

to work together to optimise system costs.

Possible solutionsThe McNulty study concluded that longer franchises and joint ventures

between the infrastructure manager and franchisees were important

measures to improve efficiency. South West Trains formed the

prototype for the latter, by implementing a structure in which the staff

of the two bodies in the area concerned were

merged under a common management,

and changes in both costs and revenues

shared. Of course, this will only overcome

the problem of misalignment of incentives

where almost all train services in the area in

question are run by a single operator. Where,

as in Britain, most services are passenger

trains run under franchises that may be the

case but will not be where freight accounts

for a larger proportion of operations.

But government seems to have reversed

its initial acceptance of the case for longer

franchises, whilst arguing reasonably that

each case should be taken on its merits.

An alternative approach to alignment of

incentives is for services to be run under

short contracts but with heavy inter-

UK PROFILE




Figure 1: Franchised rail passenger km, Great Britain, 1996-2014

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...there is analternative way of

introducingcompetition into railpassenger services,

and that is by implementingopen access for new commercial

operators to enterthe market

UK PROFILE




vention by the franchising authority on

issues such as working practices and choice

of rolling stock. That is essentially the

approach taken in London to the London

Overground franchise.

As noted in this article’s opening para -

graphs, there is an alternative way of

introducing competition into rail passenger

services, and that is by implementing open

access for new commercial operators to

enter the market. A recent report from the

British Competition and Markets Authority

strongly advocates this approach. It does

have the advantages of making competition

a con tinuous process, rather than something

occurring only when a new franchise is

awarded, and encouraging innovations

which may be ruled out by the conditions of

the franchise. It allows new operators to

come in with their own salary structures and working practices, though

splitting up output between operators could result in loss of economies

of density. The cost implications in any given situation are hard to

forecast. But it also has very real disadvantages. It will make getting a

well-planned integrated timetable on the route more difficult.

The evidence on economies of density suggests that splitting similar

operations on a single route between operators will, other things being

equal, raise costs, whilst it will also rule out the sort of deep alliances

with the infrastructure manager referred to above. At present,

experience of open access competition in Britain is limited to niche

markets by a decision that it should not be permitted where it is

primarily abstracting revenue from the franchisee, and it will be to

countries where it is more extensive – Italy, the Czech Republic and

Sweden – that we need to look for experience.

ConclusionsThe British experience of rail passenger liberalisation has been mixed. In

terms of demand, the last 20 years have been a period of amazing

success – although there is still a lack of clear evidence on the part

franchising has played in this. It is with respect to costs that the results

are disappointing.

A number of lessons arise from the British experience. Firstly, it is

important to resume competitive tendering for contracts as soon as

possible after failure of a franchise. Secondly, it is important to consider

the appropriate size and configuration of franchises from the point-of-

view of cost efficiency and risk of failure. Strong economic regulation is

also important in terms of ensuring access and pressure for improved

efficiency on infrastructure managers.

But most importantly, it is necessary to consider carefully how to

give appropriate incentives to all parties to work together to optimise

long-term system costs. In British circumstances, this means either

franchises in which many of the key decisions regarding working

practices and investment are reserved for government bodies, or long

franchises coupled with deep alliances between the franchisee and

Network Rail. Whilst such alliances are increasingly coming into

existence at refranchising, it is not clear that the 7-10 year franchises

which are again the norm are long enough to give adequate incentives

to tackle the need to improve working practices and to innovate in

terms of rolling stock, and government has taken to intervening directly

on these issues (for instance, procuring rolling stock itself and requiring

one person operation). Regulation and contracts can only go so far in

achieving the required alignment of incentives.

AcknowledgementThe authors are grateful to the International Transport Forum for

permission to reproduce tables and figures from Smith and Nash (2014),

and to colleagues Mark Wardman and Phill Wheat for their contribution

to the research discussed in this paper.

Reference1. Andrew S.J. Smith and Christopher Nash (2014) Rail Efficiency: Cost Research and

Its Implications for Policy. Discussion Paper No 2014-22, International TransportForum, Paris.

Chris Nash is Research Professor in the Institute forTransport Studies (ITS) at the University of Leeds, wherehe was Director of ITS for seven years. He works primarilyon road and rail transport economics and policy, includingpricing, regulation and project appraisal. He has beencoordinator of six EU framework programme researchprojects and has acted as Specialist Advisor to manyorganisations, including European Commission

committees, OECD and the Transport and European Union SelectCommittees of the British Parliament.

Andrew Smith is a Senior Lecturer in TransportRegulation and Economics and Research Group Leaderfor the Economics and Discrete Choice Research Group atthe Institute for Transport Studies (ITS) at the Universityof Leeds. He is a leading academic in the field of rail costand efficiency modelling, infrastructure access pricing andmarginal cost research, rail regulation and the impact ofrail reforms on economic efficiency. Andrew has publishedimportant work in these areas and has led, or is leading, a wide range of railcost modelling projects, funded by, for example, the European Commission,EPSRC, the British Office of Rail Regulation, and the UK Department forTransport. Andrew’s research also extends to efficiency and performanceanalysis in other sectors: Andrew is Academic Advisor on econometricbenchmarking issues for OFWAT, and is currently undertaking an efficiencystudy on Community Hospitals funded by the National Institute for HealthResearch (NIHR). Andrew also has a visiting research position at the Centrefor Transport Studies in Stockholm.

Figure 2: Profile of Network Rail Efficiency Scores: Preferred Model

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European mixed traffic: High-techsolutions to optimiseperformance and LCC

Waters: voestalpine enjoys a worldwide reputation astechnology and quality leader; how would you assess thespecific prospects of your rail and turnout businesses?Kübler: We move ahead on the innovation-focused growth track that

forms the lynchpin of our strategy. Our dedicated rail mill at Leoben/

Donawitz is by far the largest in Europe. It also ranks high as one of the

most powerful worldwide, for example it features the highest heat

treatment capacity, globally. To cope with customer demand for

voestalpine high-performance rails we added a fourth daily shift this

year; quite unique in our industry nowadays, considering most of our

competitors currently suffer from a serious underutilisation of assets!

For us there is no problem, as long as the premium market is growing

and we stay ahead of our competition with products like the 400 UHC®

HSH® rail grade for the European mixed traffic, as it performs two times

better than ordinary premium rail steels.

Fritz: The same applies to the voestalpine turnout business unit

which of course uses the rails that are supplied from her sister company

whenever possible. Being the global market leader with approximately

45 local production sites – that means not only throughout Europe, but

also in the NAFTA, South America, the Middle East and Africa, China,

India and Australia to name only the most important regions – we

deliver trendsetting switch and crossing solutions for the most

demanding requirements as well as services from planning up to

maintenance. Especially fast-growing high-tech products are advanced

turnout setting and monitoring systems – I think it is correct to say that

our signalling technology is setting new benchmarks.

Would you agree that nothing in our fast-changing worldcan be just positive and certain challenges can occur?Kübler: Of course, success creates opportunities and also challenges.

What becomes more important is the flexibility which customers rightly

expect also in the so-called heavy industry. For us this means more

rolling campaigns with smaller production lots, an even greater

diversification, and shorter lead times. The rest is the normal job of a

premium supplier: top-notch technological innovation, constant

significant investments and world-class management systems, not to

forget excellent customer partnership relations. Each factor must be in

perfect match with each other to fulfil or actually exceed the

expectations of our customers every day.

Fritz: Here again the market perception of our business units is

In an interview with Craig Waters, Editor of European Railway Review, Dieter Fritz, Chief Executive Officer ofvoestalpine VAE GmbH and Frederick Kübler, Chief Sales Officer of voestalpine Schienen GmbH, discuss thecustomer-beneficial synergies between the group’s rail and turnout businesses, plus their future expectationswith regard to European market developments.

RAILS & TURNOUTS




RAILS & TURNOUTS




identical. Anyone of us is strong enough to take on any challenge.

But together we can do even better. All-in-all, voestalpine is the only

corporation worldwide which possesses a global player each for rails

and turnouts under a single roof. Therefore the target is to stronger

utilise synergies between the rail and turnout business in the future and

to work on a mutually positive long-term cooperation experience for

further strengthening our ties! With our integral know-how and keen

sense for future developments, I may say that we unite product

excellence with system competence more than any other track product

supplier. I am convinced that this approach will further contribute to

customer benefit and this meets our overall target to strengthen the

competitiveness of the railway industry.

Can you give us an example of how voestalpine will put this strategy into actual practice?Kübler: Let’s take Australia as an example business case for this new

integrated market approach; it is a continent which features the seventh

largest rail network in the world that is continuously expanding. Both

voestalpine railway infrastructure business units have been successfully

active in Down Under for decades. Turnouts are locally produced by

voestalpine VAE Railway Systems Pty Ltd, while rails are supplied from

Austria to mining companies, other rail freight customers and urban

transport operators. By the way, just this year we celebrated 20 years of

cooperation with Yarra Trams in Melbourne, which possesses the largest

tramway network worldwide.

Fritz: To extend our leadership in the Australian railway

infrastructure sector, voestalpine recently has acquired the Bathurst Rail

Fabrication Centre (BRFC), a specialist for high-quality welded rails,

turnouts, and track components. BRFC is one of the largest railway

system providers in Australia and the key track competence centre for

Sydney Trains. As a result we (the rail and turnout business units

together) are synergistically expanding our product and service

range to cover all customers from heavy haul to passenger railway

traffic, and expect to establish new business opportunities in all

infrastructure sectors.

Various cooperative models in this, or a similar way, will be

developed in and outside Europe.

So, what about the extension of the value added chain by services?Fritz: With our global experts, we not only offer optimised product

packages but also a comprehensive range of services. In the area of

turnouts this includes surveying, transport of pre-assembled turnouts to

the site for plug-and-play installation, inspection, maintenance and

even recycling services.

Kübler: In this area, our focus lies on the rail centres which are

specialised in the deployment-specific customisation of rails by adding

insulated joints and transition profiles, machining and joint welding to

manufacture rail strings that are transported to the respective sites by

so-called Long Welded Rail Trains.

Anyway, rail welding demands significant know-how and certain

recommendations must be complied with to produce flawless results.

To facilitate these procedures, especially for heat treated premium rails,

we have established a new unit called the Competence Centre Welding

(CCW). Together with our colleagues from the turnout side and of our

mutual sister business unit voestalpine Böhler Welding, we practice

applied innovation to reduce rail customer problems – again leveraging

on synergies which hardly could be realised by a single company.

Last but not least, what are voestalpine’s expectationswith regard to European market developments?Kübler: As far as public procurement is concerned, we expect some

fundamental changes. There is an EU directive which requires the

mandatory implementation of the ‘Most Economically Advantageous

Tender’ principle; in short, ‘MEAT’. True, some infrastructure managers

already apply LCC and other defined criteria in addition to the mere

purchase price of a product. Others, let me say the majority, have a way

to go still. But hardly anyone sees a reasonable alternative to the

necessity of a significantly improved track performance, while

maintenance cost are to be substantially reduced. We are on board

through UNIFE, the association of the European supply industry, and

hope for a good dialogue between the stakeholders.

Fritz: voestalpine is absolutely convinced that only a high-tech

approach can bring sustainable success. Therefore, both our business

units are also leading industrial members of the Austrian consortium

which has been established to participate in the Shift2Rail Undertaking

of the European Union. Shift2Rail will be the first Europe-wide rail

technology initiative to seek focused research and innovation as well as

market-driven solutions by accelerating the integration of new and

advanced technologies. Specifically, the project aims to double the

capacity of the European rail system, increase its reliability and service

quality by 50%; all while cutting lifecycle costs to half.

May I add for the infrastructure part that this is no doubt possible,

subject to a comprehensive whole-rail-system approach, with a

particular emphasis on vehicle-track-environment interactions.

We therefore trust that the unreserved cooperation between two R&D

committed rail and turnout manufacturers under a single roof forms a

distinct advantage to maintain and even strengthen the European

technological lead in this area. Anyhow we will do our best to remain

One Step Ahead.

www.voestalpine.com

Based on a technical education, Dieter Fritz joined the turnout operations of the former VOEST-ALPINE in1980 and held various executive functions in the area ofinternationalisation and marketing, including top manage -ment positions in Austria and in affiliated companies abroad.In 2001, Dieter became Speaker of the Management Boardof VAE Eisenbahnsysteme GmbH, and since 2011 he hasbeen the CEO of the voestalpine VAE GmbH Group

– voestalpine’s globally active business unit for turnout systems.

Having studied Civil Engineering and Business Administra -tion, Frederick Kübler held a number of high levelpositions in the infrastructure industry, among others withSiemens Transport Systems and Pfleiderer Infrastruktur -technik in Germany, before he joined voestalpine SchienenGmbH in 2003. He is Managing Director and BoardMember of the company, responsible for the worldwide salesand marketing activities of the rail technology business unit.

Switzerland is a small country of approximately 41,300km2 and has a

population of approximately eight million. The country is well-renowned

for many attributes including its neutrality, mountains and scenery,

cheese, chocolate, watches, and of course, its attentiveness to quality.

In terms of railways, with its 5,200km of tracks and over 13,000

switches, the Swiss have the densest railway network in Europe.

However, compared to other countries (or indeed the worldwide

network), the Swiss rail network represents only a very small fraction of it.

So, how does a Swiss track maintenance machines manufacturer

such as MATISA Matériel Industrial SA face the challenge of producing

in a little country, with a strong currency?

MATISA loves these challenges. With over 70 years of experience

and its status of pioneer of mechanised track maintenance, we have

long proven our Swiss reputation by enabling an increase in the safe

working conditions of track workers, an improvement to overall working

performance, increased the safety of rail traffic, plus contributed to

reducing line disruption.

With a dense Swiss rail network as its playground, MATISA’s range

of products has been developed on proven systems and we have

followed the technological development to maintain and strengthen

our position in the most complex track geometries.

State-of-the art technology together with highly versatile solutions

confirms MATISA’s leading role; adding to this the renowned Swiss

quality ensures we have a well-proven excellent cost-to-value ratio for

the markets.

With our judiciously selected assortment of machines, we can meet

the following needs:

■ Track laying

■ Track and switches renewal

■ Ballast renewal

■ Tamping

■ Regulating and track measuring.

With our unrivalled tamping frequency of 42Hz combined with a unique

compacting tool, MATISA offers an outstanding and long-lasting ballast

compaction enabling full line speed immediately after maintenance

works have been completed, therefore reducing maintenance costs

whilst increasing track safety.

MATISA machines are carefully designed with lifecycle

considerations in mind. With the ever-increasing environmental

challenges to be met, we can provide high quality products taking into

account low maintenance and environmentally-friendly materials.

To stay successful by manufacturing in a small country such as

Switzerland and to be able to assist and support track maintenance works

all over the world, MATISA is well represented by seven subsidiaries and

strategically selected agents in order to offer the highest quality of

products and services throughout the lifetime of our products.

More than 70 years in the industry, and there are many more to come.

ADVERTORIAL




www.matisa.ch

Matisa’s head-office in Crissier, Switzerland

Roger Grossniklaus initially trained in civil engineeringand worked in a civil engineering technical office for thefirst years of his professional life. Soon after, he worked forcivil engineering contractors and contributed to theconstruction of tunnels and bridges in Switzerland asProject Manager and later within a special buildingconstruction organisation. Having expressed an interest insales for a long period of time and after graduating at

evening school in Sales and Business Management, Roger moved intocommercialising products for the building industry, working for someEuropean manufacturers. In 2005, he stepped into the rail industry whereMATISA employed him to manage their UK-based subsidiary, takingresponsibility of developing the UK market in terms of sales of newmachines and after sales services. Roger moved back to Switzerland inearly-2014 to take over MATISA’s Marketing and Sales Department.

With more than 70 years of experience, MATISA has worked hard and proven its commitment to the railwayindustry and, as Sales and Marketing Director Roger Grossniklaus explains here for European Railway Review, themanufacturer of track maintenance machinery will continue to supply quality products for years to come.

MATISA – Swiss manufacturerand ambassador of Swiss quality




Noise & VibrationsSUPPLEMENT

42 Laying the foundationsfor a quieter railway Adam Mirza, Roll2Rail Noise Work Package Leader and Eulalia Peris, Roll2Rail Project Coordinator

45 Vibrational acceleratedlong life and shocktests on Eurotunnel’spagoda structures Pierre-Louis Percy, Project Manager,Eurotunnel, and Estibaliz Muñoz Recarte,Senior Engineer, CETEST

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Laying the foundationsfor a quieter railway

Although the expansion of railways has many environmental, economic

and societal benefits, it is facing a major issue: the increase of noise and

vibration in residential environments.

The expansion of railways in Europe will translate into an increase of

the population living in the vicinity of a railway path, and consequently

to an increase of people affected by railway noise and vibration. Indeed,

the EC roadmap goes as far as describing noise as ‘the environmental

Achilles’ heel of the European railways’ and highlights potentially

serious consequences if the issue is not expertly managed.

Railway projects are already experiencing increasing costs due to

the implementation of mitigation measures for noise and vibration

emissions. For instance, in order to protect residents, measures such as

capacity and speed limit restrictions as well as night-driving bans are

being put in place. Research projects focusing on the development of

new measures for reducing noise and vibration emissions of passing

trains therefore play an important role in reversing this trend by

facilitating increased traffic capacity on the railway.

The visions of the European Rail Research Advisory Council (ERRAC)

Roadmap 2030 regarding noise and vibration are clear. ERRAC expects

that by 2030, noise mitigation measures will be integrated in all relevant

processes of the railway and that railway noise and vibration will no

longer be considered a problem for the railways and its neighbours.

Due to the importance of addressing the noise and vibration challenges

facing the railway sector, the ERRAC goals have been incorporated

within Shift2Rail’s research work plan on noise and vibration.

In anticipation of Shift2Rail, work on railway noise and vibration has

already started with the launch of the EU Horizon 2020 funded project

Roll2Rail. UNIFE, the association of the European Rail Industry, is

coordinating the project, comprised of 31 partners including train

manufacturers, infrastructure managers, train operators as well as

research centres and universities. The research carried out within

Roll2Rail’s work package on noise will contribute to the targets

specified in Shift2Rail and will constitute an essential element towards

the end result of the programme.

Objectives of railway noise and vibration within Shift2RailIt is impossible to talk about noise within Roll2Rail without first talking

about the objectives for noise and vibration specified in the long-term

plan of Shift2Rail.

Shift2Rail is the first public-private European rail technology

partnership that aims at building the railway system of tomorrow.

This initiative plans to be fully operational in 2016 and will seek focused

research and innovation by accelerating the integration of new and

advanced technologies into innovative rail product solutions.

The work of Shift2Rail is structured around five Innovation

Roll2Rail1, a large collaborative railway research project has begun its investigation into addressing future noisechallenges outlined in the Shift2Rail2 Master Plan. The work will focus on developing rolling noise separationtechniques that will help explain, describe and control the different physical mechanisms that contribute to rollingnoise during the pass-by of a train. The findings will help progress towards a quieter railway and will contributeto future vehicle and track designs that minimise noise emissions. Adam Mirza, the Noise Work Package Leaderwithin Roll2Rail, and Eulalia Peris, the Project Coordinator, explain further.

NOISE & VIBRATIONS S U P P L E M E N T








Programmes (IPs) that cover all of the different structural and

functional areas of the rail system as well as five cross-cutting

themes (CCA). The CCAs are structured in a number of Work

Areas cutting across all IPs. The Work Areas are set up to

cover all main horizontal topics elaborated in the Master Plan.

Work Areas versus IPs are shown in Figure 1. The noise and

vibration research is part of the CCA working area on Energy

and Sustainability.

The goal of the work carried out as part of Shift2Rail is to

minimise annoyance caused by exposure to railway induced

noise and vibration. To this end, the plan envisages research

in three different areas: exterior noise, interior noise, and

ground vibration, and will focus on the following themes:

■ Solutions and methods in the freight segment to reduce

disturbance to nearby residents

■ Urban area propagation and impact studies of exterior noise and its

relation to future updates of TSI (Technical Specifications for

Interoperability) for noise

■ Noise and vibration comfort for passengers

■ Auralisation and visualisation of noise and vibration scenarios for

present and future railway systems including levels of exposure as

well as annoyance and perceptual parameters.

To reach the overall aim and objectives described above, Shift2Rail has

defined a number of tasks and subtasks in order to ensure that the noise

and vibration aspects are properly considered and integrated in all

relevant Technology Demonstrators of the five IPs.

Tackling railway noise in Roll2RailWP7 of Roll2Rail will contribute to the targets of the noise and

vibration work area of Shift2Rail. In particular, it will contribute to the

research work on ‘Exterior noise simulation model and separation

techniques’. The project has 30 months to develop and validate

a reliable method for rolling noise source separation.

Generally speaking, when a wheel rolls over a rail, the roughness of

both elements represents the main cause of rolling noise. However,

identifying the contributing mechanisms and determining how much

noise is radiated from each of the mechanisms remains challenging.

Existing methods for measuring the noise emitted from new

vehicles do not distinguish between the contributions from the vehicle

and the track. Instead, they attempt to minimise the influence of the

track by specifying limits for the surface roughness and the track decay

rate. Consequently there may be significant differences between the

noise measured at different locations.

Some experimental methods for separating vehicle and track

contributions have been developed and evaluated in previous research

projects (e.g. STAIRRS and ACOUTRAIN) but these are subject to large

uncertainties and a number of influences that are difficult to control.

They have also not been validated in sufficient detail to be used in a

regulatory context.

The work in Roll2Rail aims to develop and validate several

alternative advanced separation methods which take into account the

nature of sound radiation from the vehicle and track. These will use

multi-channel measurements such as microphone arrays or advanced

transfer path analysis. From the results of this study it will be possible to

say which aspects of the separation method are required and what

accuracy can be expected from a practical implementation.

This work is led by Adam Mirza of Bombardier Sweden, and the

participating partners of this WP include train operating companies

(SNCF and DB), manufacturer suppliers (Siemens, Bombardier, Alstom,

CAF and Talgo) and research institutions (ISVR and KTH). This variety of

stakeholders is essential to ensuring a successful adoption of the results

and to facilitating further development of rolling noise separation

techniques. The work plan is divided into the following four different

tasks ranging from the development of new acoustic separation

methods to their validation through field tests.

1. Specification for new separation methodsThis task will determine a specification for acoustic separation methods.

It intends to disclose the precision required to allow these techniques to

We speak low-floor: new generation of independent wheel axles

GHH-BONATRANS Group – world leader of wheelset solutions for low-floor trams and LRVs – is introducing a new generation of independentwheel axles on the market (pictured).

Mainly addressing standard gauge vehicle designs with 2.65m width,continuous low-floor level and high passenger capacity, the advancedproduct family offers added value for the bogie and vehicle designer as wellas for the tram and LRV operator. Their main features are:■ Modular design for application on motor and trailer bogies■ Axle load capacity up to 12.5 tonnes■ Reduced envelope space to optimise low-floor height and gangway width

over the bogie■ High reliability and availability due to proven design■ Design-to-cost and design-to-maintainability.

Initial orders have already been placed to GHH-Radsatz in Germany bycustomers from Asia and Turkey.

www.ghh-bonatrans.com

Figure 1: Shift2Rail systems approach and cross-cutting themes

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be used in a regulatory context as well as the cost constraints

of such methods. In addition, a feasibility study will be carried

out into the introduction of ‘recommended values’ for

roughness and track decay rates in addition to limit values.

2. Study of existing and new separation methodsThis task will evaluate the potential of existing, as well as new,

acoustic separation methods. Strengths, weaknesses and

accuracy of existing methods will be studied, as well as how

they could be improved by combining them into hybrid

methods. Preliminary tests and analysis will be carried out to

assess the potential of near field methods, beam forming and

transfer path methods. In addition, the industry partners

will conduct a critical review of the practicality and cost of

these methods.

3. Field tests to gather data for validationThe goal of this task is to gather sets of experimental data

for the validation of different separation methods. The data will

be collected in one large-scale measurement campaign and it will be

ensured that the data allows the application of each separation method.

Trackside measurements during pass-by will include: rail acceleration,

pass-by noise, array measurements and near field measurements.

Supporting measurements will include: wheel-rail roughness, track

decay, wheel frequency response, and transfer function measurements.

4. Validation of separation methods using measured dataThe goal of this task is to validate the various separation methods

using the field study data. Using the measured data obtained from

the measurement campaign, a ‘correct’ result will be identified and

used as a reference for the source contributions. In parallel, each

method investigated will be used independently to determine source

contributions. Various hybrid approaches will also be considered using

parts from existing methods in combination. The results of these

comparisons will validate the success of the new and existing methods.

Potential methods for further development and the need for further

validation will be identified.

Implementation, application and further workConsidering the demands of manufacturers and end-users as well as the

noise targets set up at the European level, Roll2Rail is keen to put its

future results into practice and to see a fast implementation of the

technical developments achieved during the lifetime of the project.

Therefore, it is expected that the outcomes of this research will lay the

foundations for Shift2Rail’s future noise activities. The output of this

noise WP will be a selection of best strategies for the separation

of rolling noise which will be further improved upon by Shift2Rail

research activities. For instance, research will be carried out into

extending the use of noise separation methodologies in order to

obtain the contribution of other rail sources such as aeroacoustics

and traction. Furthermore, a wider range of railway vehicles will be

included in further studies.

This research is also of importance in the context of authorisation,

where vehicles are tested using a track with specific properties which

may not be representative of all railway tracks. Currently, measured

noise values may not represent the emissions of the vehicle since the

individual contributions to rolling noise cannot be isolated. The results

of this project are expected to provide a basis for defining improved

methods for TSI noise testing which will later be extended with the work

of Shift2Rail.

References1. www.roll2rail.eu2. www.shift2rail.org





Eulalia Peris graduated in Sound and Image Tele -communications Engineering in 2006 and obtained a PhDin Environmental Acoustics in 2013. She joined UNIFE inJanuary 2015 as a Technical Affairs Manager and iscurrently the Coordinator of two EU-funded projects – Roll2Rail and REFRESCO. Previous to this, Eulaliaworked at the University of Salford, UK, where she wasinvolved in two research projects funded by the

Department for Environment Food and Rural Affairs of the UK (Defra), and one FP7 EU-funded project in the field of railway noise and vibration.

Adam Mirza holds a Master’s degree in technicalacoustics from KTH in Stockholm (2008). Aftergraduating, he joined the Acoustics and Vibration Team atBombardier where he has been involved in research andproduct development dedicated to reducing railway noise.He was a Work Package Leader in the EU-funded researchproject RIVAS dedicated to reducing ground-bornevibration from the railway. Apart from the role as Leader ofWP7 in Roll2Rail, Adam is currently involved in the development of newmetro vehicles for Stockholm.

Figure 2: Shift2Rail Work Area Structure for Noise and Vibration

Figure 3: Array of microphones and accelerometer for fieldmeasurements

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Standards EN12663 and EN13749 establish structural requirements for

bogie frames and carbody shells respectively. In these standards, apart

from main loads, loads on structural supports due to inertial effects of

devices attached to them are also defined. These loads are calculated

taking into account maximum and service acceleration levels

established by the standards for each direction.

CETEST2 – an independent test laboratory – has several test

benches to carry out these kinds of tests, including three configurable

test benches for bogie frame validation according to EN13749, with the

capacity to apply multiple static and dynamic loads on the bogie frame.

A specific test set-up is designed for each bogie frame depending on

the considered loads for each case, controlling actuators one-by-one or

by bogie frame load component. CETEST also has two test benches to

develop carbody shell validation according to EN13663, and two

additional movable test benches to carry out these kinds of tests on

customer’s facilities, therefore avoiding structure shipment.

The aforementioned standards consider the inertia influence of the

attached devices over the main structure, but do not consider

requirements for the devices themselves nor the influence of its

dynamic behaviour. The standard EN61373 covers the requirements for

random vibration and shock tests to be fulfilled by pneumatic, electrical

and electronic devices mounted on railway units. Three different tests

are specified: functional test; long life test; and shock test.

Severity levels and frequency range change depending on weight

and location of the device (axle, bogie or carbody). The goal for

‘functional test’ is to verify that the devices functioning are not affected

by the applied acceleration levels which are representative of those

expected in service. On the other hand, the ‘long life test’ simulates the

damage suffered by the device for its operational life. Severity levels on

this case are set from functional acceleration levels amplified by a factor

to generate equivalent damage in a five-hour test. According to this

standard, the device should also withstand a ‘shock test’ in the three

main directions.

CETEST has successfully developed a test based on EN61373 on





Vibrational acceleratedlong life and shocktests on Eurotunnel’spagoda structuresDue to the dynamic and aerodynamic effects of rail transit through tunnels, and as reference in this article to lorriesloading and unloading on Eurotunnel wagons, railway structures are suffering forces which can potentially lead tofatigue failures. Railway engineers have tried to design structures that can withstand these negative forces, andnow there are several standards that give guidelines for designing and testing main railway structures in terms offatigue – but, they also consider exceptional events such as accidents or collisions. Fulfilling these standards iscritical for determining safety aspects prior to commissioning newly-designed railway wagons for commercialoperations. Pierre-Louis Percy from Eurotunnel1 and Estibaliz Muñoz Recarte from CETEST2, explore further.

a 6 DOF (Degrees Of Freedom) shacking table with a control band up

to 60Hz. The structure subjected to this test is a pagoda mounted on

Eurotunnel’s HGV (Heavy Good Vehicles) wagons transiting between

France and England – known as the world’s busiest railway line.

The structures are mounted on freight wagons crossing the

tunnel loaded with trucks. Their goal is to ensure maximum gauge and,

at the same time, avoid aerodynamic effects that could damage

the tarpaulins on different categories of HGV. Figures 1 and 2 show the

tested structures.

The goal of the project was to validate the new design of the

pagoda with a test considering the dynamic effects due to trucks and

track, but also the dynamic response of the pagoda itself. Therefore,

a test procedure providing definition of an actuation that could reflect

the excitation levels and its distribution on the frequency domain was

considered necessary.

In collaboration with CIMES3 and Eurotunnel, CETEST defined the

requirements and developed a test for the pagoda’s new design

validation, and several steps were needed for project development.

Step A: establishing a study of on-board gathered data and test requirementsA preliminary study of the accelerations suffered by the pagoda was

developed by CETEST out of the on-board data submitted by

Eurotunnel. Four accelerometers were installed on fixing points of the

structure over two pagodas (old design) and several service trip data was

acquired. The study of the data revealed a number of things, including:

■ The main damage sustained on the pagoda was due to dynamics

below 50Hz.

■ According to the standard EN61373, the category level of the

structure mounted on the body is 1A, but in this case as

the vehicle has a unique suspension level, it should be considered

as category 2. Following guidelines on Annex D, functional

acquired acceleration levels were calculated and compared to

those proposed by the standard. Figures 3a, 3b and 3c show a

comparison of the functional levels defined by the standard for





Figure 1: Tested item mounted on wagons

Figure 2: A loaded wagon

Figures 3a, b, c: Service data vs functional data proposed by the standard

a) b) c)Longitudinal Lateral Vertical

Figures 4a, b and c: Modified shape for functional ASD characterisation


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category 1A and category 2 with those acquired in service for the

three directions (distribution on the frequency domain is also

considered). In general, acceleration levels suffered by the pagoda

are between those proposed by the standard for category 1A

and category 2.

■ Considering that the acceleration suffered by the structure is

between category 1A and 2, that the weight of the structure

is higher than 1.250kg and that the damage content is below

50Hz, the frequency range established for the test is 2-60Hz.

■ Different frequency ranges were established for simplified

functional mean ASD (Acceleration Spectral Density) calculation.

This new shape allowed better characterisation of the simplified

functional ASD shape to the data gathered on service, and

therefore, similar energy distribution on the excitation frequency

range. These simplified ASD levels were considered as functional

ASD levels for test development (see Figures 4a, 4b and 4c on

page 46).

■ Following guidelines on Annex A5 of the standard, the acceleration

ratio needed to reproduce complete life on five hours test was

calculated. Above showed ASD shape and levels multiplied by this

factor were considered as the target ASD for long life test.

■ From test proposed by standard EN61373, just long life and shock

tests were considered. For shock test requirements, acceleration

levels established by the standard EN13749 were considered.

Step B: damage calculation (CIMES)Once the long life ASD and shock levels were defined, CIMES

performed a dynamic calculation to account for damage generated

over the pagoda during the test. The results obtained in this calculation

showed that the pagoda would not suffer failure during the tests.

Step C: tooling designThe pagoda dimensions are bigger than the dimensions of the shaking


Figure 5: Pagoda mounted on a test bench

table used for the test. Therefore, CETEST

needed to design and manufacture some

tools to accommodate the pagoda on the

test bench. Apart from fatigue resistance

considerations, the design took into account

natural frequencies of the devices to avoid

control problems during test execution.

Step D: test developmentDuring test development, acceleration and

strain measurement at different points was

performed. For table control, four accelero -

meters were installed on each pagoda

fixing point, therefore ensuring that the

desired ASD was induced on the pagoda.

Obtained ASD compared to the desired

ones are shown in Figures 6a, 6b and 6c.

At the end of the test, magnetic particle

inspection was carried out in order to

detect cracks.

Step E: damage calculation (CETEST) The data of the strain gages was post processed to calculate damage

generated by the test on the pagoda. The calculation process is

summarised in Figure 7.

The new pagoda design successfully passed the established test

requirements. Damage calculation performed from data acquired

during the test over the most critical instrumented points showed no

failure of the structure. One rake, composed of 16 wagons, each one

equipped with one pagoda, was in commercial service from 14 June

2014 completing more than 350,000km. Then, after four months of

services without failures, nine rakes were equipped in October

2014, which now represent, in global terms, more than two million

kilometres in operational service confirming the results previously

obtained in the tests.

The development of this test is a clear example of collaboration

and research between different entities: CIMES (a consultancy and

engineering services company), Eurotunnel (as holder of the Channel

Tunnel concession) and CETEST (a test laboratory). A complete process

on a new structural design was carried out by these three companies:

initial and subsequent revisions were worked on until a final design

emerged based on calculation results (CIMES), test specification and

execution (CETEST) and new structure fabrication and implementation

on service units (Eurotunnel).

References1. www.eurotunnel.com2. www.cetestgroup.com3. www.cimesfrance.com





Pierre-Louis Percy holds a degree in industrial engineer -ing and is currently employed as Project Manager forEurotunnel. As sole authority for the overall developmentprocess of new products, Pierre-Louis is also the technicalliaison point for Eurotunnel’s numerous subcontractors andsuppliers. Managing the collaboration and coordination ofdiverse railway specialists such as CETEST, CIMES,TECHNI-INDUSTRIE, INDUSTEAM and APAVE has

allowed Pierre-Louis to succeed in the challenge of fabricating, producing,testing and installing of 150 pagodas in only one year.

Estibaliz Muñoz Recarte holds a degree in IndustrialEngineering. She currently works as a Senior Engineer inthe area of structural testing at CETEST, and her mainareas of involvement include resistance and durability ofbogie frame structures and substructures. She also takespart in the design and set-up of test benches, mergingmechanical design with control systems.

Figures 6a, b and c: Test bench response


Figure 7: Damage calculation process

Adif now manages 3,150km of high-speed rail lines, both standard and

Iberian gauge, confirming Spain’s remarkable position in design,

construction and management of high-speed railways.

The new line section has been designed for speeds up to 350km/h,

with double standard gauge track and 25 kV 50 HZ electrification.

Furthermore, Adif had to build 48 viaducts to complete the new section

which will improve rail connections from Madrid to both Leon and

Palencia, and shorten journey times by up to 30% on the 346km-long

trip between Madrid and Leon.

Other northern regions and cities such as Asturias, Cantabria,

Burgos and the Basque Country will also benefit from this new section

thanks to the Spanish state-of-the-art changeover system, which allows

variable gauge trains to switch from the high-speed line to conventional

sections, after passing through these facilities.

In this sense, the new section includes up to three changeover

facilities allowing shorter travel connections to Oviedo (30 minutes

quicker) or Santander (22 minutes quicker).

The journey time will be further reduced to just 1 hour 45 minutes

within a few months, when the ERTMS system is completely deployed,

(currently only on the Madrid–Valladolid section, commissioned

in December 2007).

The new infrastructure represents a major technical achievement,

performed under the supervision of Adif’s specialists who have been

working in the enhancement process of the Spanish rail network over

the last 25 years. During these years, we have gradually adopted new

technical solutions that ensure high quality of services at lower costs.

The result of this new strategy will allow us to put into service this year

1,000 new kilometres of network with an adjusted investment.

In financial terms, we are moving towards a more efficient scheme

to support our railways in a more sustainable way.

To undertake these investments we have used different sources

of funding. In recent months, Adif High-Speed has launched

bonds amounting to billions of Euros each. In addition, we pro-

ceeded to sell assets that were not necessary for the development

of the railway business.

For instance, Adif invested more than €1,600 million to develop the

HIGH-SPEED




Developing asustainable Spanishhigh-speed rail networkOn 29 September 2015, after the completion of a new section of high-speed line to the North of Spain, betweenthe cities of Valladolid and Leon, Adif achieved another milestone by expanding Spain’s high-speed rail networkby 166 new kilometres. Adif’s President, Gonzalo Ferre Moltó, provides more details about the new line sectionplus Adif’s overall strategy to develop a sustainable approach to high-speed rail deployment.

166km of new infrastructure between Valladolid and Leon, which will be

extended to the French border and Asturias in the coming years. These

works were co-financed by the European Union.

Developing a sustainable approach to high-speed deployment One of the key drivers of Adif’s strategy is to complete a sust-

ainable high-speed network that meets our main challenges in citizen

mobility needs.

I want to emphasise that in Spain we have an excellent network of

highways and roads, in addition to airports, in almost all provincial

capitals competing with the railroad. It is also necessary to remember

that Spain has a low population density.

To overcome these challenges, what we really want is improved

travel times by rail to compete with other modes of transport, mainly

road. Our railway network transports approximately 459 million

passengers every year; the short-term goal is to double the number of

high-speed rail passengers in Spain.

In Spain, we move 1,750 million travellers each year on public

transport. Of this number, more than 1,150 million are by bus. It is in this

segment where the train should look for growth.

In my point-of-view, high-speed rail is a brand new and competitive

mode of transport; it can reduce travel times of between 25% and

30% compared to travelling the same route by car.

The time reduction is equivalent to close the gap to the point that

high-speed can also function as a commuter service to populations

up to 200km in distance, in the same time it takes to get from the

suburbs to the city centre.

Therefore, our first goal should be to attract more passengers to

this service. For now, the data begins to be in the right direction: 2014

saw 30 million travellers using high-speed trains.

Adif, alongside government institu -

tions and the industry, is undoubtedly one

of the key players in this success. We are

the company in charge of the supervision

of the design and construction, as well as

the management of these rail infra -

structures that have helped transform

our country.

In just 20 years, Spain has created one

of the main rail networks in the world

and has spawned an industry and a

knowledge that is allowing companies

working in the railway sector to compete

in emerging projects around the world.

Adif has also changed its model of

participation in international projects as a

way to capitalise the vast knowledge we

have accumulated over the years.

We understand that our mission is not to devote resources to get

involved in international projects that sometimes carry a high risk, but

we have accumulated knowledge and skills to advise any consortium or

company seeking to develop railroad projects anywhere in the world.

By way of conclusion, I would like to state that Adif is implementing

a sustainable strategy to foster the railway business in our country

through three basic pillars: to develop a sustainable high-speed network;

to optimise a conventional network; and to improve customer service.

This statement reminds us once again that our challenge

cannot be other than to attract more travellers to rail from others

transport modes.

HIGH-SPEED




Gonzalo Ferre Moltó is President of Adif – the SpanishRailway Infrastructure Manager. He has been SecretaryGeneral of Treasury, General Manager of State’sHighways and President of the National Currency andStamp Manufacturer. He was also Chief Executive ofItínere and Deputy Director General of the President of Group SYV, plus Chief Executive Officer of SouthAmerica’s Highways in Grupo Abertis. Up until its

appointment he occupied the position of General Secretary of Infrastructuresin the Ministry of Public Works.

Adif recently added 166 new kilometres to Spain’s high-speed rail network

Adif manages 3,150km of high-speed rail lines

Adif now manages 3,150km ofhigh-speed rail lines,

both standard andIberian gauge,

confirming Spain’sremarkable position

in design,construction and

management of high-speed railways




Winter OperationsSUPPLEMENT

53 Winter preparations for the Swedish railways Stefan Jonsson, Spokesman for Railway Winter Services, Trafikverket

57 Hope for the best but plan for the worst Martin Beable, Fleet Engineering and Asset Manager,London Overground Rail Operations Limited

60 Helping to improve GB rail winter operations Jane Dobson, Head of the Delivery, Research and Standards Department, Rail Safety and Standards Board

63 Zaugg snow blower for theSwedish iron ore railway ZAUGG AG EGGIWIL

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Limited opportunities are available for organisations that wish to present or exhibit at this conference. To discuss sponsorship opportunities please contact Ben Holliday on:

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Register your interest as a speaker, sponsor or delegate now at: www.scandinavianraildevelopment.com

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Part of the european railway review series of events

WINTER OPERATIONSS U P P L E M E N T




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Winter preparations forthe Swedish railways

Trafikverket is responsible for the long-term planning of the trans-

port system for vehicle, rail, sea and air transport as well as for

the construction, operation and maintenance of the national roads

and railways.

Sweden is one of the countries that have opened up their railways

to competition. We have gone from a monopoly to open competition

through re- and de-regulations. Trafikverket has overall responsibility for

the rail infrastructure. We own a few snow blowers but in general we

have no resources of our own for maintenance works. The authority is

purely a contracting organisation and hires external contractors for all

works on the tracks.

All rail companies that fulfil the requirements for safety and

economic viability may apply for schedules to provide transport on the

Swedish railways. At least 30 different rail operators currently provide

transport for the Swedish railway network, with 45 having applied for

track capacity for 2016. Both regional collective transport authorities

and larger industries may apply to Trafikverket with their own

schedulees. As the infrastructure manager, Trafikverket then allocates

train paths to the different rail operators.

Risk factors Snow and cold temperatures are the main factors that make rail

transport difficult in winter.

In northern Sweden, snow and wintry weather usually appear as

Trafikverket – the Swedish Transport Administration – is prioritising winter maintenance so that rail transport runspunctually, even during harsh conditions. For European Railway Review, Trafikverket’s Spokesman for RailwayWinter Services, Stefan Jonsson, explains there needs to be a high level of preparedness and knowledge to beable to handle the effects of the weather on the railways throughout the country.

early as mid-October. In Stockholm, there may be winter conditions

at the beginning of December and in southern Sweden from the start of

the New Year. But there are, of course, great variations in the weather

from year-to-year.

Trafikverket, contractors and rail operators in Sweden are

cooperating effectively to reduce disruptions caused by the winter

weather. Disruption plans are in place, but if we get a severe winter with

a lot of snow and cold temperatures throughout Sweden, it may still be

difficult to cope.

Trafikverket acquires weather forecasts and warnings from the

Swedish Meteorological and Hydrological Institute (SMHI) and

sub-orders resources based on these. We mobilise resources at an early

stage rather than wait for the snow to fall.

In the countryside around the

Östersjön Lake, the winter weather can be

extreme. If the Östersjön is ice-free and

there is a north-northwest wind, the winds

can take up a lot of moisture. The effect is

similar to that of artificial snow on ski

slopes. An extreme example is December

1998, when a snow storm resulted in the

loss of all communications in Gävle (170km

north of Stockholm). For three days the

depth of the snow increased from 1cm to 131cm. Another example of

extreme weather was in Kårsta (only 25km north of Stockholm) where a

temperature of -38.6° Celsius was recorded on 7 January 1987.

In planning for winter preparedness, Trafikverket focuses on the

following five risk factors:

■ Class 2 warning from the SMHI, with large amounts of snow (Class

1: low risk; Class 2: moderate risk; Class 3: extreme weather, high

level of risk)

■ Strong wind

■ Extreme cold

■ Significant amounts of snow on large expanses of land

■ Snow coverage throughout the country.

Management and directionDetailed snow removal plans play a pivotal role in the winter works.

A constant issue is how the resources should be distributed when the

bad weather hits Sweden. One option is to move several resources to

one place, but that, of course, takes time.

There is a nationwide management structure within the trans-

port management, which means that Trafikverket, contractors

and rail operators can, with sustained effort, operate with en-

hanced cooperation.

The following points are prioritised in order to achieve optimal

winter maintenance:

■ Continuous feedback of experiences

■ Consolidation meetings with operators and contractors

■ Project Leader in state of constant preparedness

■ Agreements with contractors for rapid error rectification

■ Snow removal plans for goods railway depots

■ Increased monitoring of supplies

■ Daily production meetings for railways.

Reduction of rail timetablesTo reduce the risk of trains standing on the tracks, for example during

heavy snowfall, Trafikverket may decide to reduce the level of transport

which means some trains are discontinued to allow others to run. The

reason we reduce the transport is for us to be able to carry out

additional maintenance measures in the event of, for example, storms,

high water levels and heavy snowfall. This can involve removing fallen

trees, clearing snow, repairing overhead

contact lines that have been brought down in a

storm, etc.

The objective is for trains to continue to

run, fewer in number but where possible with

more carriages.

So-called reduction plans are developed in

close dialogue with the rail operators. Drawing-

up plans in advance to determine which trains

may be discontinued in different situations

makes it easier for both Trafikverket and

the rail operators to plan the transport

and provide travellers with information and

alternative routes.

WorksGreat care is taken to ensure that the

switches function properly, even in severe

winter weather. Special snow removal zones

have been arranged to enable the switches

to function.

During heavy snowfall there will be a

different approach to using the switches.

Many cross switches, which normally enable





The Snow Removal 700 can remove snow from 700m of track in 20 minutes

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Detailed snowremoval plans play a

pivotal role in thewinter works





the tracks to be switched outside on the tracks,

will be locked in the straight position. Fewer

than 100 prioritised switches have been

selected and optimised for winter. These have

been provided with brushes, ploughs and

wedges. Brace pits and links have been coated

with plywood and fitted with heating coils.

Stockholm Central Station, which is

important for a large proportion of the

transport, will have a relatively large number of

tracks in operation while there will be serious

reductions elsewhere.

With a Class 2 warning, work teams will

be working double-shifts with the aim of

responding quickly to clear prioritised switches

of snow. There will be occasional standstills, in

the worst cases for 20 minutes, while the snow

is cleared followed alternately by 20 minutes to

allow the traffic to run.

A great number of switches are supplied

with heating coils. There is now new technology

that can sense what the weather is like locally

and supply heat to the switches depending on

the weather. In addition to monitoring the

temperature in a switch heating chamber,

the same system also enables computers to

identify and localise faults in individual switches. The most import-

ant actions to take ahead of the winter season with regard to the

switches are:

■ Monitoring the switch heat

■ Protection from snow in the switches

■ Camera surveillance of critical switches

■ Keeping the tarmac areas clear and cleaning underneath

the switches.

ResourcesTrafikverket can employ around 1,500 people and 300 vehicles for

winter maintenance. In addition, we can demand that contractors

redistribute their resources, if this is required. The following large

special vehicles for snow removal are available:

■ 1 SR 300 medium-sized snow-melting machine/switch cleaning

machine (Stockholm)

■ 2 SR100 smaller snow melters, designed for the removal of ice from

vehicles (Gothenburg and Stockholm)

■ 2 SR 200 snow ploughs (Stockholm and Hallsberg)

■ 1 Snow Removal 700

■ 2 SR 700 snow removal machines (Stockholm and Hallsberg)

■ New this year: a rail-mounted snow blower, which has been

acquired for the Malmbanan (Kiruna-Narvik). It arrives in Kiruna at

the end of November 2015 and will be tested during the winter

2015/2016.

At a large depot, a snow depth of 69cm (which is not uncommon) may

mean there is up to a million cubic metres of snow on site. It requires

huge resources and the right working method to be able to keep the

surface area free of snow so that rail traffic is not hindered. Dealing with

the snow only once saves a huge amount of time. With this in mind, an

enormous snow melter has been devised.

The Swedish company Railcare devel -

oped a combined snow removal and snow

melting machine for railway depots as early

as in 2011. Together with Trafikverket, the

company has now launched two new snow

removal machines. These are developed

versions of the rail-mounted snow melting

machine Snow Removal 700, combined with

an entirely new snow plough, SR 200, which

in fact has two ploughs, one at either end

of the carriage.

The SR 700 takes just 20 minutes to

remove snow from 700m of track, over 5m-

wide, i.e. including the walking surfaces required by the switching

personnel. The snow is then melted down to approximately 10% of the

original volume. After two or three rounds, the water is emptied out.

The two side brushes extend 2.5m in both directions from the

centre of the track. Their purpose is to sweep snow in towards

the centre. A main brush sweeps up the snow that is sucked into the

machine’s first carriage, where the snow collects in a melting vat with

water that is heated by a diesel-driven boiler with a capacity of

12 megawatts. The snow then melts to water which is pumped over to

a large tank in the next carriage.

Impurities in the snow are collected in a trap which can be emptied

later and taken to a waste disposal facility. The melted water is

emptied into drains or gullies on the site of the depot.

The brushes on the Snow Removal 700 extend over 5m in width. The snow is sucked into themachine and melts

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Great care is taken to ensurethat the switchesfunction properly,

even in severe winter weather

The SR 200 enables ploughing in both directions without turning

the carriage around. It is driven by a locomotive, which is available.

The SR 200 has a very special plough blade, which is divided into four

sections (a total of 8.3m-wide). These can be adjusted and

raised/lowered to different levels for very precise and effective snow

removal, and can even be formed into a

hopper that projects the snow ahead of it,

which in turn means that the snow can be

loaded and disposed of safely without

having to close off large parts of the track

area. The SR 200 is designed for stations

and smaller depots. Together, these

machines help to keep the snow away

from the tracks.

The TB locomotive is a heavy-duty

diesel-electric locomotive with a robust

engine that is able to plough through

large, heavy snow masses and ice. It has very wide plough blades

capable of clearing three tracks at the same time, which makes it

extremely useful and effective, for example, at a railway depot.

Like the TB, the TC locomotive is a locomotive for ploughing snow,

but it is not as powerful. On the other hand, it is easier to handle and is

more flexible in that the plough blade can be replaced and used for

other purposes. It is used mainly outside on the tracks.

A snow sucker functions like a snow blower: the snow is

sucked in and projected out at the side of the track. By means

of wheel loaders, snow can be lifted onto snow carriages for

removal. This can be done, for example, at a depot where there is

not as much space for large amounts of snow at the sides as there is out

on the tracks.

A common instrument for cleaning switches is a snow broom, which

may resemble a work vehicle, such as a locomotive or rail excavator,

with a large broom mounted at the front. Switches may also need to be

cleaned manually with a hand tool so that sensitive materials in the track

or switch are not damaged.

Overall strategy By reducing the number of trains on the tracks in the event of heavy

snowfall, we are freeing-up space for the people and machines that

remove snow. We make sure that specific sections of the track are

completely cleared of snow, which means that trains can reach their

destinations. It’s better to have a small number of trains running than a

lot of trains standing still. This is a working method we have devised

with the rail operators in advance. The focus is on cooperation in

order to do the best we can for travellers in extreme winter conditions.

For example, we’ll be able to inform travellers more quickly since

reduced train timetables are already in place. The public will be

advised of the situation in good time, and will be able to make their own

travel plan decisions.


Stefan Jonsson is Trafikverket’s Spokesman for RailwayWinter Services and is also the Senior Project Leader with staffing functions within the Nationell Lever -anssamordning (National Supply Coordination Division).

It’s better to have a small number

of trains runningthan a lot of trains

standing still





Hope for the best butplan for the worstLondon Overground Rail Operations Limited (LOROL) operates the Overground service in London on behalf ofTransport for London (TfL), running five different fleet types. As LOROL’s Fleet Engineering and Asset ManagerMartin Beable explains, winter preparation is vital, especially for an operator with a diverse portfolio of rollingstock, and that learning from lessons of previous winters have established core principles that LOROL follows.

The American travel writer, Paul Theroux once wrote that ‘winter is a

season of recovery and preparation’. Despite embarking on one of the

most famous railway journeys ever consigned to the written word,

this sentence proves that Mr Theroux’s relationship with the railway has

never extended to running one.

Winter presents challenges across all transport modes, none more

so than ours – and preparation in the preceding seasons is the key.

With a diverse portfolio of rolling stock, routes, and operating

patterns throughout the railway, there is no ‘one size fits all’ solution

to prepare for low temperatures, ice and snow. Even within

individual train operating companies the approach varies dependant

on a number of factors.

LOROL operates five different fleet types, consisting of AC, DC and

dual voltage EMUs alongside Class 172 DMUs, with fleet ages ranging

from six years to 35 years old. As a metro service in and around London,

top speeds are restrained, but the duty cycle is high – with in excess of

20,000 door operations per day across the fleet. The winter mitigations

we practice vary hugely between fleets and routes and build on the

many years of lessons learned and – in the case of the newer fleets

– lessons incorporated in vehicle design.

Core principlesThere are two key tenets of good winter preparedness. Firstly, it is an

iterative process which should be refined year-on-year, learning from

previous experience and the best-practice of others. Secondly, and

most importantly, we as an industry should never rest on the laurels of a

successfully navigated winter. The moment we

do, the results will make the front pages when

our next record winter arrives.

From a fleet management perspective,

winter planning can be effectively divided into

three forms of mitigation. In order of prefer -

ence they are:

■ Technical design solutions on trains

to improve their ability to cope with

winter weather

■ Changes to maintenance activities and

processes, such as:

■ Additional routine activities carried out

specifically during winter (ideally ‘bolted

on’ to existing exams)

■ Discrete activities carried out when the

temperature reaches a certain level or

there is snowfall

■ A change to operating practices.

The appropriate mitigation(s) to any winter-related problem will depend

upon case-specific information, ranging from the severity of the

problem to the remaining life of the fleet. One thing, however, is always

true – the most effective solutions are tailored to the individual

operation and weaknesses of the fleet.

Traction and couplersThe LOROL core fleet is Bombardier-built Class 378 units. Introduced

from 2009 onwards, this mixed DC-only and dual voltage fleet has been

designed to cope with low temperatures, limiting the requirement for

significant changes to maintenance processes or operation in service.

The fleet have an ‘Ice Mode’ which compensates for expected supply

spikes due to arcing on icy conductor rails, ensuring that the train is

expecting adverse conditions. The decision to apply Ice Mode is made

by our Control Team based on incumbent conditions and weather

forecast for the day, and communicated to the driver team, who enact

on unit set-up. Should the driver err, or forget to turn it on, the train will

automatically remind them when the temperature falls to -2°C.

Approximately a quarter of the fleet is also fitted with third rail

de-icers, applying a litre per mile of de-icing solution to the third

rail head directly through the shoegear. Whilst

this has been successful in previous years, we

continue to look to improve. Working with our

suppliers, we have identified a more viscous

de-icing product to increase adherence to the

third rail head. We will be modifying the fleet

for Winter 2016/17 to accept the higher

viscosity de-icer, predominantly increasing pipe

bores to maintain existing flow-rates.

Bombardier is also undertaking feasibility

studies on our behalf to fit sleet brushes, to

clear snow and sleet from the current rail when

snowfall has been high.

The limited preparation required on our

Class 378 is in stark contrast to the manage -

ment of our older AC traction EMU fleet – the

Class 315 and Class 317 units. The Class 317

fleet specifically has been very susceptible to

snow incursion into the traction motors. The air

intake arrangement for these traction motors

has already had in excess of 10 iterations

– roughly a change every three years during its

life. The fleet was once so badly affected by

snow that the damage caused was still being

managed in-service on some trains by end of





LOROL operates five different fleet types and each has to go through its winter preparation checks

Different rolling stock maintenance activities and plans is important for preparing for winter





the following summer. In instances like this,

a pragmatic approach is required. Limiting

speed drastically reduces snow incursion,

and as such, LOROL has devised an

emergency snow timetable for the routes

on which these trains operate, with lower

speed running. This presented a secondary

opportunity. The Class 317 and Class 315

fleets routinely operate diagrams with

high levels of coupling and uncoupling

before and after peaks. Ice build-up on

couplers, and snow dropping into electrical

boxes whilst coupling is a risk for all units

that split/join. Our emergency timetable

con sists of fixed formation units, meaning

no coupling is carried out unless under

controlled conditions at the start of the

day. A constrained but reliable service is in

preference to an unreliable attempt at

delivery of a normal service. Whilst it is not

ideal, we see service management as a

pragmatic solution to a complex problem.

DoorsThe modern KBRS door system fitted to the Class 378 and Class 172

fleets along with the very high ‘metro’ duty cycle means that they

require little specific preparation for winter, with the exception of a light

graphite lubrication of the nosing rubbers of the Class 172 fleet to

prevent sticking in freezing temperatures.

A similar lubrication of the door rubbers on the older EMU fleet is

added to their light maintenance regimes for winter, but these fleets

require further mitigation against ice and snow.

Historically, de-icer has been used across the industry as a measure

to combat ice build-up after the event. Over recent years, however,

there has been an industry-wide move towards preventative measures.

On both Class 315 and Class 317 fleets, this includes application of a

‘pre-icer’ solution to the door tread-plates to prevent ice adhering to

the surfaces and hindering smooth operation of the doors. This activity

is carried out on a nightly basis when temperatures are expected to

drop below freezing.

OperationDuring expected freezing temperatures, LOROL tweaks its operation

through Control-led decisions. These include leaving DMUs running

throughout the night to ensure diesel fuel doesn’t wax and steam

cleaning of snow from underframe components. Managing this

effectively is based on having a clear, coherent strategy dependant on

temperature and weather forecast, which is communicated to all of the

key maintenance management staff.

Focussed resourceWinter is a severe resource drain, it is imperative, therefore, that all

resource is focussed in the correct places. Passenger feedback on

heating means operators are beset by complaints of trains that are too

hot or too cold. Whilst some of these are genuine, others are caused by

that enemy of engineers across the world – personal preference.

LOROL’s more modern fleets can be interrogated remotely to confirm

whether passenger complaints are valid. This is a technology that is

difficult to replicate on the older fleet without significant investment,

and as such they have been retro-fitted with a more novel solution – a

digital thermometer and USB download point on each coach, to easily

check on heating performance if/when complaints are made.

The futureOn a company basis, LOROL holds seasonal reviews of performance

and trends, identifying actions and monitoring progress through

internal Performance Improvement Groups. This helps to hone

plans, but we are not only introspective. Whilst the UK railway has

devolved fleet maintenance to a TOC-by-TOC basis, the industry has a

broad support network for fleet engineering teams. The RSSB

website is a fantastic source of best-practice with regard to research

papers into cross-industry problems. Equally, performance forums such

as ATOC’s ReFocus allow for sharing of best-practice between

operators, so that winter performance plans can be developed further

for the winters to come.

As I child, I grew up wanting snowfall in winter. However, as a

railwayman, I have grown to hope that all seasons are just ‘tepid’.

And as a realist, I know the rail industry must hope for the best but plan

for the worst.

Martin Beable is Fleet Engineering and Asset Managerfor London Overground Rail Operations Ltd (LOROL).Leading a small team, Martin is responsible for delivery ofthird-party contracted maintenance and engineeringcompliance across a fleet of over 400 vehicles.

Different components of rolling stock have to be checked before, during and after the winter months

Helping to improve GBrail winter operations

Extreme weather events in the last few years have shown that the rail

industry has an insufficient understanding of the affect weather has on

our rail infrastructure. A prime example of this is the Dawlish Sea Wall

incident in February 2014.

At Dawlish, the waves breached a sea wall designed to withstand a

severe ‘one in a hundred years’ storm and resulted its collapse.

An official investigation predicted that by 2080 similar, very

severe storms could occur as often as every 14 years, with the

incidence of waves breaking over the sea wall increasing by at least

60 times. The findings have raised serious doubts about the line’s

continued use in the future.

In addition to climate change, seasonal occurrences such as leaves

on the line, ice and frost, happen year-on-year, causing major disruption

throughout the network and to passengers.

To overcome this, the rail industry needs to know how it

will perform in the current and future climate to achieve a highly

reliable railway, increased capacity, value for money and a ‘predict and

prevent’ ethos.

The British railway system prides itself on having a thirst for

knowledge and developing a strong evidence base on which

we identify findings, which help to create appropriate solutions.

This is where RSSB can play a part.

Climate change impactsIt is widely recognised that both mitigation and adaptation to climate

change are necessary and should be managed as part of a

complementary process. Many countries, for example Japan and

Germany, have already created national adaptation plans to tackle

climate change.

Against this international background, the British Government

passed the Climate Change Act 2008. One provision of the

Act required Network Rail to report, in 2010, what activities they

were undertaking in order to understand and adapt to future

changes in the climate.

Beyond the climate change issue, the UK Department

for Transport (DfT) estimates the welfare cost of transport disruption

from severe winter weather to be circa £280 million per day in England1.

While there will be reductions in snow days across the UK, cold weather

events will still occur year-on-year, including those recent winter

conditions we have been facing.

It doesn’t take a rail engineer to understand that low temperatures

plus snow and ice impacts the whole railway system. A 2003 RSSB

document estimated that the winter weather months (December to

February) caused 120,474 delay minutes, representing 10.6% of the

annual total delay minutes.





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The members of the UK’s RSSB (the Rail Safety and Standards Board) include infrastructure companies, train andfreight operators, rolling stock owners and suppliers to the industry. Head of the Delivery, Research and Standards Department at the RSSB Jane Dobson tells European Railway Review what the organisation aredoing to help this industry tackle winter challenges.

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Thierry Guinard Safety & Environment Director Keolis

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For passengers and staff, the main impacts include:

■ Increased slips, trips and falls in icy conditions

■ Impaired decision-making by staff during extended work periods in

cold temperatures

■ Disruption to staffing due to dependence on the road network to

get to work in winter conditions.

Slips, trips and falls account for 46.8% of the safety risk to passengers,

which is also the largest risk to the workforce.

The main impacts of such weather conditions on infrastructure can often

be severe and disruptive. These include:

■ Rail breaks, cracks and/or associated misalignment problems

■ Tree and branch fall onto tracks due to snow loading

■ Ice falls in tunnels, under bridges and other structures causing

damage or derailment of trains

■ Frost heave of track beds and earthworks

■ Freeze-thaw damage to concrete sleepers

■ Increase risk of earthworks failures due to desiccation.

The severity of these situations was seen in a derailment in the Summit

Tunnel during winter 2010. The cause was an ice-build up falling onto

tracks which resulted in train and minor track damage with closures

for 24 hours.

‘Tomorrow’s Railway and Climate Change Adaptation’To support Network Rail’s response to the ‘Adaptation Reporting

Power’, Network Rail and RSSB came together to start a programme of

work under the general banner of ‘Tomorrow’s Railway and Climate

Change Adaptation’ project.

RSSB’s role, on behalf of the rail industry, is to manage research

programmes in an independent, professional and cost effective way.

Rail-related fact-finding and research on climate change issues was first

undertaken by RSSB in 2003 to identify vulnerabilities of the railway to

current and future weather patterns.

A report into specific sea-level rise impacts on coastal railways

followed in 2008 in collaboration with Network Rail and the

Environment Agency and since 2009, the mainline network has been

subject to studies on the potential impacts on safety and performance

of climate change, with assistance from the UK Met Office.

In early-2015, we published findings from Phase 1 of 2 of the

‘Tomorrow’s Railway and Climate Change Adaptation’ project

which provided us with solid evidence that the milder, wetter

winters and more frequent and intense extreme weather events will

most certainly affect the resilience of the entire railway system now

and in the future.

Phase 1 of the project set out to answer the following three

key questions:

1) How will UK climate and weather change in the future?

2) What are the impacts of climate change and extreme weather

on the GB railway currently and how might these change over

coming decades?

3) What is the GB rail industry doing to respond and adapt to

the potential impacts of projected climate change and

extreme weather?


During Phase 1 of the project, we surveyed the possible effects of

changing weather patterns on Britain’s railways as part of an industry-

wide attempt to assess and mitigate risk by anticipating future

challenges. By looking at and addressing these problems now, industry

can plan ahead to consider future changes to its approach to railway

design and operations.

The Phase 1 research assembled a consortium with a

range of different talents and skills. Organisations involved included

Arup, CIRIA (Construction Industry Research and Information

Association), JBA Consulting, the Met Office and the University

of Birmingham.

The consortium discovered that higher summer temperatures,

changing patterns of rainfall, more frequent and intense extreme

weather events such as heatwaves or in this instance, cold snaps and

heavy rainfall and storms, higher sea levels and larger storm surges, will

affect the resilience of the whole railway system, particularly track

structures, earthworks and rolling stock.

The first phase identified over 120 recommendations

relating to increasing the resilience of Britain’s railways and its

various sub-systems in the short, medium and long-term; with

10 key recommendations highlighted as priorities following

consultation with GB rail experts.

The project is coming to a close and Phase 2 findings will be

published in early-2016.

‘Review of the rules for the operation of trains through flood water’Another RSSB project focusses on the operation of trains through flood

water – a problem not just restricted to the winter months. The aim of

the ‘Review of the rules for the operation of trains through flood water’

project is to better understand the physical phenomena involved in

trains running through flood water.

The research identified that the main origin of potential damage

from flood water on tracks is not aerodynamics, as previously thought,

but contact of the wheels with flood water when trains pass through at

high-speed. This is a knowledge gap for which further research is

proposed in the areas of:

■ Monitoring – monitoring vehicles encountering flood water and

consequent water-related damage

■ Deflection – a short series of observations using the methodology

outlined in this research would address this issue

■ Computational Fluid Dynamics (CFD) – a targeted series of CFD

calculations for a rotating wheel passing through water of various

depths at various rotational speeds

■ Warning systems – studies undertaken to identify a more

sophisticated advance warning system that could be linked the

Network Rail meteorological, weather radar work.

The project has a series of outcomes for industry to implement,

which include:

■ Continue to use the Rule Book speeds in floods

■ Monitor the relation between water damage to trains and running

into floodwater more precisely to understand the extent and costs

of such incidents

■ Consider development of real-time floodwater monitoring

at trackside.

Looking ahead – Predictable and Optimised Braking Our Future Railway programme facilitated a Predictable

and Optimised Braking competition, launched in October 2014, and

sought novel solutions which can provide increased braking

performance and reliable braking rates that are independent of

wheel/rail adhesion. Predictable and optimised braking on the UK rail

network will benefit all users by enabling more reliable timetabling

and increase capacity.

The competition included two phases with the most promising

applications going on to receive funding to further develop and

demonstrate the braking system. Mole Solutions was one of the

winning entries and was granted funding to carry out a six-month

feasibility study to investigate its proposed solution.

Mole Solutions uses the same technology of magnetic propulsion

and braking it has developed for its freight pipeline, which carries

unmanned capsules safely and securely in enclosed pipes.

Subject to a successful feasibility study and further testing, Mole

Solutions could open up a new system of train control whereby off-

vehicle braking would become an interactive part of the journey

management process.

The work we have carried out over the years serves to show that we

are building a strong ‘evidence base’. This evidence base will then

enable us to advise industry on how they can best tackle performance

issues during extreme weather events and develop that ‘predict and

prevent’ ethos, for this and the next generation.

Further information about these projects can be found via our free,

interactive web tool SPARK2.

References1. Department for Transport, DECC and Defra, December 20112. www.sparkrail.org





Jane Dobson studied languages at Oxford BrookesUniversity, and later in her career did a European BusinessManagement Diploma at Canterbury ChristchurchUniversity. She joined Eurotunnel in 1986 and played anactive role in the development of road and rail freighttraffic through the Channel Tunnel, and representedEurotunnel at the European railway lobbying organisa -tions. After nearly 20 years with Eurotunnel, she moved

into railway consultancy with Interfleet Technology Ltd, working in bothLondon and India, and most recently she joined RSSB as Head of theDelivery, Research and Standards Department, and is responsible for the effective delivery of RSSB’s directly managed research projects.

About the Rail Safety andStandards Board (RSSB)RSSB was established in 2003 after the publication of the Review of FatalAccident Inquiry Legislation report by Lord Cullen. We are an expert, not-for-profit organisation which supports the rail industry to improve safety andperformance. We bring organisations together to help deliver clear benefitsto passengers and businesses while providing value to the taxpayer. Our members include infrastructure companies, train and freight operators,rolling stock owners and suppliers to the industry.

Website: www.rssb.co.ukTwitter: @RSSB_rail

Zaugg snow blowerfor the Swedish iron ore railway

Since the customer requested a purely hydrostatic

drive for optimum distribution of power between the

traction and clearing drives, the Matisa company of

Switzerland, which specialises in track-laying

machines, was brought on board as subcontractor.

MATISA Matériel Industriel S.A. offers appropriate

drives and is additionally responsible for the approval

of the vehicle and the drive controls in Sweden.

The four-axle, self-propelled snow blower ZRR

10000 M (ZRR stands for ‘Zaugg Rolba Railway’,

M for ‘Matisa’) is driven by two Caterpillar C18 diesel

engines, stage III B, each with an output of 470 KW,

which act on three of the four wheels sets. When

changing the working direction, the superstructure

can be swivelled by 180° on the slewing ring within

two minutes.

The two snow blower units are adjustable together in height and

individually in a horizontal direction: the ejection chutes are individually

adjustable with regard to direction and ejection range. For transfer

journeys, the snow blower units are driven together and positioned just

above the tops of the rails to ensure compliance with the UIC standard

profile. Various positions of the cutters can be directly called up using

programmable pushbuttons. In comparison with fixed snow blower

units with extendable deflectors, adjustable snow

blower units enable the track to be cleared more

quickly and with less drive power.

A hydraulically adjustable track plough is

mounted at the rear of the superstructure. From the

driver’s cab, this can be adjusted in height as well as

in the clearance direction to the left or right or in a

V-shape to both sides.

In order to balance the weight, the two engines

are located at the very rear of the superstructure, with

the diesel tank in the centre of the vehicle. An

additional auxiliary diesel engine or alternatively a

stationary energy supply allows the operation of the

auxiliary units as well as the thawing and heating of

the snow blower.

WINTER OPERATIONS S U P P L E M E N T




To change direction the superstructure can be swivelled within two minutes

The driver’s cab for the two operators is damped by spring suspension and the windscreensare fitted with heating wire

Approximately 27 million tonnes of iron ore are transported annually on the iron ore railway between Luleå(Sweden) and Narvik (Norway) – part of which runs north of the Arctic Circle. Rail operations must also beguaranteed in the winter months in order to transport these quantities. The existing snow blowers have grownold and must be replaced. Therefore, the Swedish infrastructure operator, Trafikverket, ordered a snow blowerfrom ZAUGG AG EGGIWIL / Switzerland. The vehicle costing 9.5 million Swiss Francs is to be used above all onthe section between Kiruna and the Norwegian border.

The driver’s cab containing the electronic cabinets is supported on

the superstructure and damped by spring suspension, as a result of

which it is astoundingly quiet in the cab even during snow blowing

operation. Two tidy, identically equipped workstations offer a good

view in a forward direction. As a rule, one operator is responsible for

driving and the other for snow blowing; although the roles can be

reversed at any time. One-man operation with snow-blowing is

technically possible, but not allowed in practice. In order to be able to

start the engine, one of the engine drivers must blow into an electronic

alcohol tester. A generously-sized cabinet, which is currently empty, is

intended to house possible ETCS equipment in future.

For the comfort of the personnel there is a table with two folding

seats attached to the side wall, a refrigerator, a microwave oven and a

coffee machine.

In the second half of October, snow blower 99 74 9491 001 left

Switzerland on its own wheels bound for Rostock, from where its

journey continued by sea. Prior to that, three test drives took place –

although without snow – from Bussigny to Brig and Yverdon-les-Bains as

well as in the shunting station in Lausanne.

WINTER OPERATIONS S U P P L E M E N T




The Zaugg-Matisa self-propelled snow blower locomotive made in Switzerland for Trafikverket, Sweden

ZAUGG AG EGGIWILCH-3537 Eggiwil / Switzerland

T +41 34 491 81 11E: [email protected]: www.zaugg-ag.ch

The Zaugg snow clearing vehicle comprises two independent snow blower units at the front, each of which is fitted with an ejection chute for accuratesnow ejection. During the first snow blowing pass, the two blowers are retracted together. During the second pass, each one is extended to either side.Between the windscreens there is a high-performance xenon headlight; all other lights are LEDs.

Table 1: Technical Data

Distance between pivot shafts 7,790mm

Bogie wheelbase 1,800mm

Overall length 16,470mm

Operating weight 70t

Weight of superstructure 47t

Weight of chassis 20t

Diesel fuel tank 3,000l

Minimum curve radius 90m

Snow clearance performance 7,500t/h

Maximum speed:

■ self-propelled 70km/h

■ snow-blowing operation 20km/h

■ on tow 100km/h

HOCHLEISTUNG I PRÄZISION I ZUVERLÄSSIGKEIT

www.plassertheurer.com

”Plasser & Theurer“, ”Plasser“ and ”P&T“ are internationally registered trademarks

With peak outputs of 2,600 m/h, the 09-4X continuous action 4-sleeper

tamping machine achieves high performance and excellent quality of work.

The dynamic track stabilizer is the ideal complement. In conjunction with

tamping, stabilisation raises the track‘s resistance to lateral displacement

and enables maximum line speed immediately after completion of work. The

combination of these two processes reduces track occupation time. Now,

this machine combination is available with the E3 hybrid technology. It allows

work to be performed more economically, ecologically and ergonomically.

Fast – Faster – 09-4X E3

HIGH CAPACITY I PRECISION I RELIABILITY

We would like to thank everyone who took part in Elmia Future Transport, Elmia Nordic Rail and Elmia Nordic Road. Once again the fairs were a tremendous success, with 6157 participants at the meeting-place. Important decisions regarding future infrastructure were made here.

See you next time10-12 October 2017

THANK YOU!

elmia.se/en/futuretransport elmia.se/en/nordicroadelmia.se/en/nordicrail

ELMIA FUTURE TRANSPORTELMIA NORDIC RAIL & ELMIA NORDIC ROAD

SHORT FACTS

6157 participants

341 exhibitors

from 20 countries

2613 number of

seminar sessions

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